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The globalization of the competitive landscape has forced companies to fundamentally rethink their strategies.

Whereas once only a few industries such as oil could be labeled truly global, today many-from pharmaceuticals to aircraft to computers-have become global in scale and scope. As a consequence, creating a global competitive advantage has become a key strategic issue for many companies. Crafting a global strategy requires making decisions about which strategy elements can and should be globalized and to what extent.

Key questions for analysis include:

What markets and/or regions should a company compete in and why?;

To what degree can and should products and services be standardized?;

Is it advantageous to adopt a more or less uniform market positioning worldwide?;

What value-added activities should it keep in-house, outsource, or relocate for competitive advantage?;

How can competitive responses be most effectively coordinated on a global basis?

272 pages, Paperback