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Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. A N D C O N T R I B U T E C O P I N G S K I L L S D U R I N G S T R E S S F U L T I M E S . A fashionable consensus among MBA students, managers and luminaries such as Colin Powell, George Soros and Tom Friedman, to name but a few, has been building around the notion that the world is globalized—that borders don’t matter at all.
Despite the perception that people, money, trade and information are more mobile than ever before, the reality is somewhat different. In terms of financial flows, foreign direct investment is about 10% of global fixed capital formation.
And as for products and services, international trade accounts for close to 30% of global GDP, but that percentage recedes back toward 20% if we strip out double counting. Many of these cross-border flows are non-negligible, but if the world is truly flat, one would expect to see values in the 80-100% range.
Focusing on such distances or differences and how to deal with them is to unlock what, to use an acronym, seem to be the seven “secrets” of successful globalization. Such simple faith underpins disasters such as the Daimler-Chrysler mega-merger, which was clearly problematic when it was conceived.

But it was justified anyway on the grounds that the car industry was getting more concentrated (which is, by the way, untrue). Yet 50-60% of the respondents to my online survey agreed that a “truly global” company has no home base and that it should attempt to compete everywhere. Whether one looks at trade, FDI, phone calls or immigrants, 50-60% of international flows take place within continental regions rather than across them. From a company perspective, even among the Fortune Global 500, nearly 90% derive more than half of their sales (an average of 80%, actually) from their home regions. Many of the very few companies with a big presence in more than one region often take a regional approach to global strategy.
Cross-country differences aren’t just a constraint but also a potential source of value creation. Arbitrage strategies that exploit wage differences are the most talked-about globalization story of our time but are probably still underplayed.
Then there is capital arbitrage of the sort evident in listing shares on foreign stock exchanges to tap into foreign pools of capital. Another involves exploiting downturns: Cemex, the global buildings materials supplier, for instance, typically waited for the bottom of local construction cycles to buy into new markets. Adaptation to differences, aggregation at the regional level (or on some other basis) and arbitrage are just some of the strategy options touched on in this article. A map of Barclays bank’s revenues, in 2010, where each country’s size reflects the proportion of incomes derived from it. Cookies do many different jobs, like letting you navigate between pages efficiently and remembering your preferences. FDI-intensity bounces around with merger and acquisition activity, but has never exceeded 20%. And while trade-intensity has been setting new records, the big drop-off in 2009 is a reminder that trends can be reversed. It has since realized that the farther it goes from home, the more it has to change its domestic strategy. Yet 90% of the respondents to an online survey Harvard Business Review conducted for me agreed that global expansion is an imperative rather than an option to be evaluated. The proposed cost savings were focused on selling, general and administrative expenses, excluding advertising, which amounted to only 7% of revenues, and were clearly offset by a host of cost penalties and differentiation-related problems.
Smart companies, in contrast, look carefully at the costs as well as benefits of a cross-border expansion.

Rather, as the maps presented at the bottom of this article indicate, some are much closer than others—with the clear implications that where you are from should affect where you go, and that if you do go very far from home, you need to pay more attention to the greater distances that intervene.
Thus, Toyota relies on regional hubs, platforms and mandates to achieve some cross-border economies of scale but doesn’t attempt to push them farther by being “truly global” because of differences in fuel prices and protectionism. For example, Wal-Mart’s gains from procurement in China are several times as large as profits from all its international stores.
And tax arbitrage is practiced by most major multinationals, even though they are loath to talk about it much.
One manifestation as noted above, is sequencing: companies often start with markets that are relatively close or similar before moving to others that are farther away that present much more difficult challenges. The more frequent approach, however is to expand at times of euphoria about globalization—as Cemex did recently when it purchased Rinker, and which is why it is now having to restructure.
Recognition of the full set of options—instead of simply treating globalization as a matter of cloning the domestic business model everywhere—is essential to increasing the odds of global success, and to maximizing value creation. Despite calling itself, “The World’s Local Bank”, the map shows that just 10 countries receive 86% of loans. Donna Brooks For years, professional and business women have been hindered by traditional role models, stereotyped views, and even their own family's attitudes. And the international and particularly the intercontinental component of Internet traffic is decreasing rather than increasing. This has long been clear to more successful globalizers: thus, McDonalds offers lamb burgers in India, the McShawarma in Israel, and the Bulgogi Burger in South Korea.
And companies from the EU are more likely to enter other EU countries before they look elsewhere.
Ghemawat says this shows that countries are not highly globalized but rather trade with a narrow group of countries that reflect, among other things, geographical, language and historical links. It seems even now its cheaper to print a book 12000 miles away, load it onto a frieghter along with a gazillion other cookbooks perhaps, ship it several hundred more miles in a diesel truck to the local crap-mart, where my mother picked it up for all of 2 dollars. In this eye-opening book, Donna and Lynn Brooks explore the strategies these women have used to succeed--and provide a blueprint any woman can use to achieve success in their personal and professional lives. For every woman who wants to get ahead, "Seven Secrets of Successful Women" is an essential guide!

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