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THE STRATEGY OF

INTERNATIONAL BUSINESS

Part Five

Global Strategy, Structure, and Implementation

VALUE CREATIONIN THE GLOBAL APPAREL INDUSTRY

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THE ROLE OF STRATEGY ININTERNATIONAL BUSINESS

FIVE FORCES MODEL

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INDUSTRY CHANGE

Competitive

Disruptions

ProductDisruptions

ProcessDisruptions

PoliticalDisruptions

TelltaleMarks

PERSPECTIVE ONSTRATEGY

IndustryOrganization Paradigm

Great byChoice

APPROACHES TO VALUE CREATION

CostLeadership

Di erentiation

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GLOBAL INTEGRATION

VERSUS LOCAL

RESPONSIVENESS

Pressures !or Global Integration Globalization o! Markets "#ciency Gains o! $tandardization

Pressures !or Local%esponsiveness

Consumer Divergence

&ost Government Policies

INTEGRATIONRESPONSIVENESS GRID TYPES OF STRATEGY

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VALUE CHAINS: WHERE, WHEN, AND WHY

Question 1:Companies must rethink the traditional boundaries of advanced and emergingmarkets.

Question 2:

- Companies from advanced markets that have an aggressive strategy for ma or emergingcountries.

- !"# is an e$ample of a country that has moved to a globally integrated value chain that canleverage people% obs% and investments any&here in the &orld.

Question 3: 'dvanced economies are not dead and !"# and Cisco kno& ho& to operate in thmarkets. (eveloping a global vie& that can operate in advanced and emerging markets ben!"# or Cisco. )ata and 'ir)el developed models that operate in emerging markets and can beapplied to other emerging markets. 's they gro& and potentially compete in advanced markethe models &ill need to be evaluated.

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CONTINUE

Question 4: *e should also include some discussion about the leveling of thefield bet&een traditional large #+,s and emerging and fast gro&ing companielike 'sus and afaricom.

Question : *e should have creative ideas and innovation in entering a *estecompany or a company e$panding