Published by:
Harvard Business Publishing
Length: 8 pages
Topics:
Corporate strategy; International business
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https://casecent.re/p/47065
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Abstract
In today''s borderless economy managers must see and think globally. Increasingly, managers and consumers all over the world speak a common language, and people everywhere can see what choices and preferences are in other countries. Companies must learn to become insiders in each market of the Triad--North America, Europe, and Japan. A headquarters mentality often prevents this; managers want to apply a home-country solution to a foreign situation or intervene in the management of the foreign market. This is reinforced by entrenched systems, structures, and behaviors. The key is to develop an equidistant view of all customers.
About
Abstract
In today''s borderless economy managers must see and think globally. Increasingly, managers and consumers all over the world speak a common language, and people everywhere can see what choices and preferences are in other countries. Companies must learn to become insiders in each market of the Triad--North America, Europe, and Japan. A headquarters mentality often prevents this; managers want to apply a home-country solution to a foreign situation or intervene in the management of the foreign market. This is reinforced by entrenched systems, structures, and behaviors. The key is to develop an equidistant view of all customers.