Tthe advantages of not being global and having a local approach Essay

Tthe advantages of not being global and having a local cost - Essay ExampleThis paper illustratesthat in order to understand the potential disadvantages of global dodge, compared to local strategies, it would be necessary to refer to the characteristics of global strategy, as identified in the key strategic decisions of squiffys operating in the global securities industry. It seems that global strategy is highly differentiated from local strategies, not only in weigh to its role but also in regard to its requirements and effects. In accordance with Tallman the global strategy fag end be characterized as the strategy, which take to be established in case that a firm is interest in operating in the global market. It is explained that such strategy helps the organization to align its operational rules and floriculture with those of the targeted market. Reference is made for example to the case of Haier, a major competitor in the Chinese manufacturing industry. The firm has trie d to be established in the USA market using a low-price policy. However, it was soon revealed that this policy, alone, would not help the organization to develop its presence in the particular market instead, a brand should be used for attracting the interest of local consumers. In accordance with the above, an effective global strategy offers the basis for the roaring development of a firms presence in the global market. Thus, a global strategy should be related to specific policies, which are likely to be different compared to those included in local strategies (Lasserre 2007). This fact is made clear if the strategies used by two different firms for entering the global market are reviewed reference is made in particular to Philips assemblage of Holland and Japans Panasonic (Segal-Horn and Faulkner 2010, p.133). Before 1980s, Philips Group tried to develop its presence in the global market by focusing on the needs and the trends of each country however, up to then, global strate gy was characterized by the production of similar products for all countries which were promoted in markets globally using similar marketing strategies (Segal-Horn and Faulkner 2010) and only minor changes were made for aligning these strategies with local trends. As a result, Philips Group had to face significant difficulties and delays when trying to expand its operations globally. Panasonic, which aligned its policies with the requirements of