YIPS-GLOBALIZATION-DRIVERS 1. 25 May 09 International Business - Yip's Globalisation Drivers 2. Yip’s Globalisation Drivers Team 6 Sachin Arun KA Balaji Swapnil Arobinda. They know the third step less well since globalization runs counter to the accepted wisdom of tailoring for national markets.3. This article makes a case for bow a global strategy might work and directs managers toward opportunities to exploit globalization. It also presents the drawbacks and costs of globalization. Yip identifies four sets of “industry globalization drivers”—underlying conditions in each industry that create the potential for that industry to become more global and, as a consequence, for the potential viability of a global approach to strategy. These drivers are market drivers, cost drivers, competitive drivers, and government drivers. YIPS-GLOBALIZATION-DRIVERS. 1. 25 May 09 International Business - Yip's Globalisation Drivers. Yip’s Globalisation Drivers Team 6 Sachin Arun KA Balaji Swapnil Arobinda. 25 May 09 International Business - Yip's Globalisation Drivers International Business Terms International companies: Importers and exporters; have no investment.
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2.1 The Five Stages of Going Global
In the first stage (market entry), companies tend to enter new countries using business models that are very similar to the ones they deploy in their home markets. To gain access to local customers, however, they often need to establish a production presence, either because of the nature of their businesses (as in service industries like food retail or banking) or because of local countries’ regulatory restrictions (as in the auto industry).
In the second stage (product specializationThe transfer by firms of the full production process of a particular product to a single, low-cost location and the export of the goods to various consumer markets.), companies transfer the full production process of a particular product to a single, low-cost location and export the goods to various consumer markets. Under this scenario, different locations begin to specialize in different products or components and trade in finished goods.
The third stage (value chain disaggregationThe stage in globalization in which firms start to disaggregate the production process and focus each activity in the most advantageous location.) represents the next step in the company’s globalization of the supply-chain infrastructure. In this stage, companies start to disaggregate the production process and focus each activity in the most advantageous location. Individual components of a single product might be manufactured in several different locations and assembled into final products elsewhere. Examples include the PC industry market and the decision by companies to offshore some of their business processes and information technology services.
In the fourth stage (value chain reengineeringThe fourth stage in globalization in which firms seek to increase cost savings by reengineering processes to suit local market conditions.) companies seek to further increase their cost savings by reengineering their processes to suit local market conditions, notably by substituting lower-cost labor for capital. General Electric’s (GE) medical equipment division, for example, has tailored its manufacturing processes abroad to take advantage of low labor costs. Not only does it use more labor-intensive production processes—it also designs and builds the capital equipment for its plants locally.
Finally, in the fifth stage (the creation of new markets), the focus is on market expansion. The McKinsey Global Institute estimates that the third and fourth stages together have the potential to reduce costs by more than 50% in many industries, which gives companies the opportunity to substantially lower their sticker prices in both old and new markets and to expand demand. Significantly, the value of new revenues generated in this last stage is often greater than the value of cost savings in the other stages.
It should be noted that the five stages described above do not define a rigid sequence that all industries follow. As the McKinsey study notes, companies can skip or combine steps. For example, in consumer electronics, product specialization and value chain disaggregation (the second and third stages) occurred together as different locations started to specialize in producing different components (Taiwanese manufacturers focused on semiconductors, while Chinese companies focused on computer keyboards and other components).
Abstract
Yips Globalization Drivers For Mac Windows 7
This paper analyzes the fit between the concepts of a truly global strategy in strategic lea-dership put forward by Yip in his book “Total Global Strategy” and the consumable busi-ness sector with a focus on the beverage industry. Yip puts forward that simply operating globally does not mean a company possesses a global strategy. Yip argued that “the global company does not have to be everywhere but has the capability to go everywhere, deploy any assets and access any resources and maximizes profit on a global basis”. This concept, is what in the author’s opinion, YIP calls a truly Global Strategy. This paper postulates that there is a weak fit between Yip’s Global strategy and the beverage industry. The paper uses a reflective methodology to examine the Coca-Cola global strategy model and com-pares it with a few selected business cases to ascertain the strength of Yip’s model. By re-flecting on the past experiences of the selected cases the author hopes to draw an inductive conclusion. Analysis of the selected business cases suggest a weak fit between the Yip model of a truly Global strategy and strategy levers leveraged by successful companies like Coca-Cola in the beverage industry for effective implementation of a global strategy. The paper concludes that in the beverage industry, a multi-local driven strategy may prevail over a truly global strategy depending on the globalization potential of the industry based on the industry globalization drivers, organizational factors and the Global strategy levers of the organization which should determine the extent of focus of the strateg.
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Keywords: Global Strategy, Leadership.