What Panasonic Learned in China  

Oleh:

Amano, Tomofumi ; Shintaku, Junjiro ; Wakayama, Toshiro

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 90 no. 12 (Dec. 2012), page 109-113.
Topik: Multinational Companies; Emerging Markets; Corporate Headquarters; Business Strategy

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.46 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Multinational companies tend to insulate their headquarters from operations in emerging markets. Sure, they welcome the opportunity to save money by manufacturing in China or managing customer service out of India, and they’re especially pleased when they make profits selling to customers in such markets. But regardless of their global footprints, American, European, and Japanese companies remain fundamentally American, European, and Japanese. The home country’s executive offices too often have an “us” and “them” mind-set and encourage a one-way flow of ideas and directives—from us in the home country to them in emerging markets. Local initiatives are expected to stay local. Companies do this to minimize cost and risk, and because they believe that their brands already hold enough cachet to woo emerging-market consumers. Multinationals may be in global markets, but they’re often not of them; therefore, they’re unable to expand their products’ appeal to broader audiences around the world.

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