A fundamental challenge of managing the global enterprise is assessing, interpreting, and reconciling the competing imperatives to do everything the same way everywhere versus doing thing different in different locations due to different conditions. This contest is the sine qua non of management—whether expressed in terms of integration versus responsiveness, or as you likely have seen elsewhere, normative versus relativist, cost leadership versus differentiation, efficiency versus effectiveness, standardization versus customization, maximization versus optimization, mechanistic versus organic, universal versus local, and so on. No matter the product provided or markets served, managers must continually find ways to navigate this dilemma. Quickly, to recap, global integration spurs managers to build the enterprise that sells the same thing, the same way, to everyone and anyone, here, there and everywhere. Managers, therefore, look to standardize any and all activities in order to maximize efficiencies and cost leadership. Alternatively, managers advocating local responsiveness see a world where everyone is different, everyone wants to buy different things in different ways to do different things given different cultural, social, economic, and political situations. Companies therefore must find ways to adapt any and all activities in order to maximize local effectiveness and differentiation. Resolving the tension between global integration and local responsiveness cuts to the core international business strategy and is a fundamental feature of management global enterprise. Insightfully reconciling those competing imperatives supports successful, sustainable operations. Now, let's put theory to practice and qualify this profile with the reality of managing strategy in the global enterprise. As you saw earlier in this module, the executives who run successful companies, such as yourself today or in the future, have a strategic vision. More precisely, they have a future-oriented declaration of their aspirations, inspirations and motivation. It, along with the mission statement, communicates to stakeholders, namely employees, stockholders, governments, partners, suppliers, customers, and society, what the MNE is, where it is going, and the values that will guide its efforts. *** PROMPT |From the following set, identify the one vision statement that you believe best communicates the corresponding company’s vision to set and sustain a strategy of local responsiveness. Then, briefly explain your choice. Company Vision Statement Alibaba Build the future infrastructure of commerce. We envision that our customers will meet, work and live at Alibaba, and that we will be a company that lasts at least 102 years. Amazon To be Earth’s most customer-centric company, where customers can find and discover anything they might want to buy online. Caterpillar Our vision is a world in which all people’s basic needs – such as shelter, clean water, sanitation, food and reliable power – are fulfilled in an environmentally sustainable way and a company that improves the quality of the environment and the communities where we live and work. Coca-Cola To refresh the world in mind, body and spirit…to inspire the moments of optimism and happiness through our brands and actions…to create value and make a difference. Dell It’s the way we do business. It's the way we interact with the community. It's the way we interpret the world around us-- our customers’ need, the future of technology, and the global business climate. Whatever changes the future may bring our vision -- Dell Vision -- will be our guiding force. Disney To make people happy. eBay Provide a global trading platform where practically anyone can trade practically anything. Facebook Give people the power to share and make the world more open and connected. Google Organize the world's information and make it universally accessible and useful. Habitat for Humanity A world where everyone has a decent place to live.
A fundamental challenge of managing the global enterprise is assessing, interpreting, and reconciling the competing imperatives to do everything the same way everywhere versus doing thing different in different locations due to different conditions.
This contest is the sine qua non of management—whether expressed in terms of integration versus responsiveness, or as you likely have seen elsewhere, normative versus relativist, cost leadership versus differentiation, efficiency versus effectiveness, standardization versus customization, maximization versus optimization, mechanistic versus organic, universal versus local, and so on. No matter the product provided or markets served, managers must continually find ways to navigate this dilemma.
Quickly, to recap, global integration spurs managers to build the enterprise that sells the same thing, the same way, to everyone and anyone, here, there and everywhere. Managers, therefore, look to standardize any and all activities in order to maximize efficiencies and cost leadership.
Alternatively, managers advocating local responsiveness see a world where everyone is different, everyone wants to buy different things in different ways to do different things given different cultural, social, economic, and political situations. Companies therefore must find ways to adapt any and all activities in order to maximize local effectiveness and differentiation.
Resolving the tension between global integration and local responsiveness cuts to the core international business strategy and is a fundamental feature of management global enterprise. Insightfully reconciling those competing imperatives supports successful, sustainable operations.
Now, let's put theory to practice and qualify this profile with the reality of managing strategy in the global enterprise. As you saw earlier in this module, the executives who run successful companies, such as yourself today or in the future, have a strategic vision. More precisely, they have a future-oriented declaration of their aspirations, inspirations and motivation. It, along with the mission statement, communicates to stakeholders, namely employees, stockholders, governments, partners, suppliers, customers, and society, what the MNE is, where it is going, and the values that will guide its efforts.
***
PROMPT |From the following set, identify the one vision statement that you believe best communicates the corresponding company’s vision to set and sustain a strategy of local responsiveness. Then, briefly explain your choice.
|
Company |
Vision Statement |
|
Alibaba |
Build the future infrastructure of commerce. We envision that our customers will meet, work and live at Alibaba, and that we will be a company that lasts at least 102 years. |
|
Amazon |
To be Earth’s most customer-centric company, where customers can find and discover anything they might want to buy online. |
|
Caterpillar |
Our vision is a world in which all people’s basic needs – such as shelter, clean water, sanitation, food and reliable power – are fulfilled in an environmentally sustainable way and a company that improves the quality of the environment and the communities where we live and work. |
|
Coca-Cola |
To refresh the world in mind, body and spirit…to inspire the moments of optimism and happiness through our brands and actions…to create value and make a difference. |
|
Dell |
It’s the way we do business. It's the way we interact with the community. It's the way we interpret the world around us-- our customers’ need, the future of technology, and the global business climate. Whatever changes the future may bring our vision -- Dell Vision -- will be our guiding force. |
|
Disney |
To make people happy. |
|
eBay |
Provide a global trading platform where practically anyone can trade practically anything. |
|
|
Give people the power to share and make the world more open and connected. |
|
|
Organize the world's information and make it universally accessible and useful. |
|
Habitat for Humanity |
A world where everyone has a decent place to live. |
Trending now
This is a popular solution!
Step by step
Solved in 3 steps
