Global Strategy: Adapting the Business Model
Few companies can afford to enter all markets open to them. Even the world’s largest companies such as General Electric or Nestlé must exercise strategic discipline in choosing the markets they serve. They must also decide when to enter them, and weigh the relative advantages of a direct or indirect presence in different regions of the world. Small and midsize companies are often constrained to an indirect presence; for them the key to gaining a global competitive advantage often is creating a worldwide resource network through alliances with suppliers, customers, and sometimes competitors. What is a good strategy for one company, however, might have little chance of succeeding ...
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