BA437/637: International & Global Business by Chapter: Chapter Seventeen

Kanopy (55 minutes).
In this video, Anil Gupta discusses how China and India share distinct economic realities: they offer mega markets and mega growth via micro customers; they are platforms for reducing global costs and boosting innovation capabilities; and they are springboards for the rise of new competiitors. Professor Gupta describes successful efforts based on broader perspectives and multi-pronged, multi-year strategies.

Films on Demand (55:12).
Do businesses need offices? Is a 9-to-5 workday valid? Does the nation need a drastic rethinking of the social safety nets? Does America face a "post-work" era, or will there be increased inequities in how we make our livings? These questions and more are discussed in this video.

Films on Demand (58:05).
Filmed at USC’s Marshall School of Business, this program, guest-hosted by CNBC’s Stuart Varney, partners two innovators from opposite ends of the retail supply spectrum: Thomas Stemberg, chairman and CEO of Staples, and Carl Yankowski, former CEO of Palm, a market leader in hand-held computers. Topics of discussion include creating categories, looking forward and staying ahead, and distribution, from shelf space to cyberspace. In addition, MBA students and faculty ask questions about mentors, managing Wall Street expectations, and maintaining focus.

Kanopy (54 minutes).
n a business environment of fastmoving markets, global supply chains, and dynamic technologies, executing strategy is becoming increasingly dif cult. How do you aim for a target that is constantly shifting--while standing on a platform that is constantly destabilized? Professor Levitt provides the answer: plan in detail only as far out as you can see; keep questioning your assumptions about your markets, resources, and competitors; and revise your rolling plan frequently as you track and resolve changing issues. Dr. Levitt emphasizes the critical importance of aligning your organization's structure and culture with your strategy. He describes business failures caused by product value differentiation in conflict with core organisational strengths, leading companies to invest heavily in projects that did not meet the demands of the marketplace or became outdated before they could be released.

Films on Demand (34:26).
Many factors that affect businesses are outside of their control. These external factors include the level and ferocity of competition, the national and global economic climate, fiscal and monetary policy, the impact of technology, international trade and the European Union. This film provides an overview of those external factors and draws on the expertise of a range of interviewees, as well as some street interviews, to present an informative discussion of how external factors can impact the business landscape. It also looks at the effect of the 2009 global credit crunch, and finishes by examining how a PESTLE analysis can be used to monitor and assess external factors to help businesses make strategic decisions. It is an excellent learning resource for students of Economics and Commerce-related disciplines.

Films on Demand (11:03).
Agility is building a distribution network across Africa. Geoffrey White discusses the demand for infrastructure and logistics, the types of parks under development, and profits.

Films on Demand (26:14).
Most fashion is designed in the world’s richest countries—and made in the world’s poorest. Who is really paying the price for trendy, low-cost clothing? Using the international fashion industry as a case study, this program helps students understand globalization, examining its causes and effects, pros and cons, and the role played by multinational corporations. The video goes inside homes and factories in Bangladesh to compare the lives of textile workers employed in large-scale operations with those employed by a rural fair trade fashion initiative—and also considers the influence of concerned Western consumers in improving conditions for all.

Films on Demand (44:08).
Most industries exploit the advantages of globalization—specifically, low labor costs. Recently, however, major textile manufacturers have come under increasing pressure from fair trade activists and NGOs. This program studies the complex mix of economic forces, corporate policies, and social conditions that go into the production of everyday consumer goods, especially apparel items. Shedding light on the policies of adidas, H&M, and other key players in the global textiles market, the program examines the circumstances under which sports shoes and T-shirts are produced in countries like Indonesia, India, and Turkey. Viewers will gain insight into labor practices that have improved but remain troublesome for many workers.

Kanopy (47 minutes).
Using the example of P&G's dramatic turnaround of its Olay skincare line, A.G. Lafley and adviser Roger Martin prescribe a disciplined approach to five strategic choices. First, define your winning aspiration--that is, choose "what" you want to be the best at (in P&G's case, to be a leading skincare brand). Then, determine "where" you'll play (P&G's mass-market channel to a younger buyer). This opens up your possibilities for being distinctive and helps you choose "how" to win (P&G's unique products). Then tap or develop the capabilities to deliver what your competitors cannot. Lastly, identify the management systems you'll need to maintain your winning position. During A.G. Lafley's tenure as Chairman and CEO, P&G's market value grew by over $100 billion, making it one of the most valuable companies in the world. Roger Martin is recognized as a leading thinker in the business community and advises the CEOs of several major global corporations. The two are the authors of Playing to Win: How Strategy Really Works.

Kanopy (48 minutes)
Based on 25 years of experience in Silicon Valley, David DeWalt's first principle for building a successful enterprise is to communicate a strategic vision. His second is to create a winning culture, one in which competing to be Number One not only drives strategic imperatives but also flows through to actionable projects, budgets, and timelines in order to accomplish your goals. If you can't get these two principles right, notes DeWalt, you'll fail. Devotion to customer success is his third requirement. Customers don't believe you have to be perfect, but they do expect you to do the right thing, particularly when something goes wrong. Fourth, develop an entrepreneurial spirit among your employees, and track attrition and retention to ensure their success. Fifth, execute well on acquisitions by aligning the goals of both companies, and sixth, take practical steps to market globally. And finally, strive for operational excellence. Since joining McAfee in 2007, David DeWalt has guided the company through consecutive quarters of double-digit growth, doubling its revenue and turning a nearly 80% gross profit margin--leading to the recent $7.7-billion acquisition announcement by Intel.

Films on Demand (55:48).
Like Modine and Sundaram, ArvinMeritor another Dodge Ram supplier, manages its own complex supply chains, combining multiple components into a module to simplify the OEMs work at point of assembly.

This articles offers methods in which supply chain leaders can pursue six major strategies to build greater resilience into their networks.

Better collaboration, improved quality control, higher efficiency rates and keeping up with demand are just a few of the 8 key benefits of effective supply chain management.

This article describes one of the reasons Coca-Cola is so wildly successful- it's their supply chain. It is one of the most wide-reaching, seamless operations in the world.

In this article you’ll learn how globalization impacts supply chain management and how you can insulate your supply chain from the worst of its effects.

As supply chains have gotten longer, the need for companies to follow best practices in global supply chain management has intensified. Gary Miller discusses in this article his deep familiarity with such practices, having spent 40 years as Vice-President, Global Supply Chain & Chief Procurement Officer with Goodyear Tire and Rubber Co. before taking on the same role in 2008 at A. Schulman Inc.

This article focuses on the three main components of Supply Chain Management: Purchasing, Manufacturing and Transportation.

The global economy is slowly starting to emerge from the Covid-19 pandemic, The rapid spread of the virus in 2020 prompted shutdowns of industries around the world. One very destructive issue in its wake is the disruption to global supply chains.

How did Wal-Mart go global? By using a strategy of "directed opportunism." And knowing how to clone its corporate DNA.

Global supply chain management explained.