Global

sheffi-500

Driving Growth and Employment Through Logistics

Logistics clusters are local networks of businesses that provide a wide array of services, including transportation carriers, warehousing companies, and freight forwarders. Logistics clusters address several challenges that economies face, including the need for good jobs. In addition to helping companies navigate global supply networks, logistics clusters are contributing to the efficiency of global supply chains and, in the process, increasing international trade and global trade flows.

Image courtesy of chotuKool.

How Disruptive Will Innovations from Emerging Markets Be?

Companies located in developing countries are currently serving billions of local consumers with innovative and inexpensive products. But what happens when more of those companies make the leap into more developed markets? Is it inevitable that these companies will overtake the more developed companies? Using historical examples, this article looks at how disruptors and incumbents compete. For incumbents, knowing that much of their fate rests in their hands is half the battle won.

wang-500

How to Compete in China’s E-Commerce Market

A surprising number of high-profile Western companies have stumbled in e-commerce in China, including Amazon and Google. This article offers a list of workable strategies to succeed in Chinese e-commerce, gleaned from U.S. companies’ experiences.

There is no one-size-fits-all solution. However, in a market like China’s, where local knowledge and culture are crucial to success, more thought should be given to how to better serve local customers and adapt in a rapidly changing market.

Image courtesy of Flickr user H4NUM4N.

The Benefits of Combining Data With Empathy

Everyone has experienced the frustration of having to repeat voice commands multiple times before finally asking to speak to a service representative. Many large companies have become so focused on optimizing their business processes and systems that they have become all too willing to forget about cultivating emotional connections with customers. But in order to detect and respond to shifting customer needs, companies need to show more, not less, empathy with their customers.

Image courtesy of Flickr user mmoosa.

Why Kraft Foods Cares About Fair Trade Chocolate

As vice president for sustainability at Kraft Foods, Chris McGrath has been pivotal at guiding the company’s sustainability efforts. With its global reach and massive market shares, the company is setting new standards on how to source through sustainable agriculture and keep packaging out of landfills.

advertisement

chua-500

Building Effective Business Relationships in China

As China’s growth and integration into the world economy continue, many companies are looking for ways to build effective business relationships with Chinese companies. China’s ways of doing business are becoming more Westernized, but non-Chinese executives must still work hard to build trust in relationships with their Chinese business partners. But developing trust between Chinese and Western executives takes time. This article explores methods for developing cross-cultural trust.

advertisement

Image courtesy of Nokia.

Mobilizing for Growth in Emerging Markets

There are four elements to an effective “network orchestration” strategy, which brings together local and global innovation partners in emerging markets. The elements: Multinationals should 1) extend innovation partnerships beyond the usual channel partners by engaging key community stakeholders such as government bodies, universities and NGOs; 2) engage innovation partners strategically with a larger purpose; 3) trust but verify in a transparent manner; and 4) designate local partner network managers.

Image courtesy of Shell.

Six Principles of Effective Global Talent Management

Although organizations must pay attention to things like recruiting and performance management, competitive advantage in talent management doesn’t just come from identifying key activities and then implementing “best practices.” Rather, successful companies subscribe to six key principles: 1) alignment with strategy, 2) internal consistency, 3) cultural embeddedness, 4) management involvement, 5) balance of global and local needs and 6) employer branding through differentiation.

Image courtesy of Flickr user jurvetson.

Improving Environmental Performance in Your Chinese Supply Chain

Multinational corporations are under growing pressure to make sure their contractors and subcontractors in China meet environmental standards. Yet traditional approaches to ensuring environmental, health and safety compliance, such as checklist audits, have proved problematic. This article recommends that organizations work closely with suppliers, providing incentives for identifying, disclosing and addressing problems and establishing collaborative relationships with NGOs and industry groups.

simchi-500

Is It Time to Rethink Your Manufacturing Strategy?

Since the mid-1990s, many companies have outsourced or offshored their manufacturing operations. For most, one crucial enabling factor was cheap oil: Long supply lines were economically feasible because transportation costs were relatively low. Hence, companies emphasized reducing manufacturing costs through (1) offshoring or outsourcing; (2) plant rationalization; and (3) consolidating distribution centers and warehouses to reduce inventory levels and minimize fixed facility costs.

Image courtesy of Flickr user utpal.

Should Top Management Relocate Across National Borders?

International relocations of entire corporate headquarters are rare. But the relocation of top management team members is happening more and more. For instance, a desire to be close to its major global customers led Halliburton Co., an international oil services group, to relocate the company’s CEO from Houston to Dubai. But there are strategic costs and benefits of such decisions. Deciding which option to pursue depends on the strength and interplay of the relocation drivers and barriers.

advertisement

Image courtesy of Flickr user Electrolux Design Lab.

Should You Have a Global Strategy?

Senior executives weighing strategies appropriate for today’s global economy will hear contradictory advice. Some say you need to move quickly, before competitors, to establish a worldwide presence; others cite data showing that this approach is often less profitable. The reality is that neither approach is appropriate for every circumstance. Therefore, executives need to understand when to pursue one route and when to pursue the other.

Image courtesy of KONE Corp.

The Art of Piloting New Initiatives

Successful multinationals get that way by finding better ways to leverage operational improvements across the entire company. But developing such superior processes is not easy. New operational ideas fail for many reasons. One of the most common is not that the idea was bad, but that the developers set up a pilot that failed to persuade managers in the units that the process was an improvement. Successful pilots share three qualities: credibility, replicability and feasibility.

Christian Rynning-Tønnesen, President and CEO of Statkraft

The Power to Adapt: Building One of the World’s Largest Renewables Power Producers

The ability to create strategies and adapt to changing conditions quickly is critical for maintaining a competitive edge, says Christian Rynning-Tønnesen, the CEO of Statkraft, one of the largest power producers in the world. Building the organizational structures to support that demands shared values and solid management.

Image courtesy of Flickr user Dominic's pics.

How Gap Inc. Engaged With its Stakeholders

Back when protesters were targeting the company, the Gap realized that it needed to overhaul the way it interacted with its critics. So the company launched a strategy of stakeholder engagement.

Image courtesy of Flickr user le_huf.

Why CRM Fails — and How to Fix It

Customer relationship marketing was supposed to be a “new paradigm” that yieldied more loyal customers and more profit for companies. It hasn’t. Researchers from Cranfield School of Management write that the problem is fundamental: “Most senior management teams have an unbalanced approach to managing marketing investments, and this is particularly evident in the case of CRM.” Their suggestion: successful CRM investment begins with new capabilities to improve customer relationships and then backfills the capital investment as needed.

Showing 41-60 of 114