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Cyril Bouquet et al.
Visits from corporate headquarters to operations in markets such as China are often seen as unproductive.
Aida Greenbury (Asia Pulp & Paper), interviewed by David Kiron
An unexpected partnership emerged when Asia Pulp negotiated with Greenpeace.
María Jesús Sáenz and Elena Revilla
By planning for disruption from natural disasters, Cisco Systems improved its supply chain resilience.
April 30, 2014 | Martijn van der Zee (KLM), interviewed by Gerald C. (Jerry) Kane
For KLM, social business arose as a spontaneous response to the Icelandic volcanic eruption that spewed ash into Europe’s airspace for days, halting all air travel and stranding thousands of passengers. Since the abrupt birth of the airlines’ social business strategy, e-commerce senior vice president Martijn van der Zee has made the company a model for using social in customer service.
Companies around the world weigh the advantages and disadvantages of keeping operations geographically close to home. These three articles offer three perspectives on how to think about global operations.
Andrew R. Thomas and Timothy J. Wilkinson
The colonization of American manufacturing by distributors has pushed U.S. companies overseas.
Willy C. Shih
The process of bringing assembly work back to U.S. factories from abroad is more challenging than the economics would predict.
Donald Lessard et al.
To sustain a global competitive advantage, companies must enhance and renew their core capabilities.
After a period of remarkable growth, China now faces substantial economic and political challenges.
Edward S. Steinfeld and Troels Beltoft
China is becoming the best place to learn how to make ideas commercially viable.
Peter J. Williamson and Eden Yin
Chinese companies are reengineering new product development in ways that reduce lead times.
Andreas Schotter and Mary Teagarden
Companies doing business in China need to manage their intellectual property vulnerabilities proactively.