Developing strategies for global markets: An evolutionary perspective

Abstract

As the global landscape becomes populated by an increasingly diverse array of companies of different sizes, from different industries and of varied national origins, developing a strategy to compete effectively in global markets becomes ever more complex. How can companies of all kinds compete effectively in an increasingly diverse global landscape? The authors suggest that the appropriate response depends on a firm's level of involvement in international markets: whether a firm is just entering international markets, is aggressively expanding its international presence or is attempting to rationalize far-flung global operations. Focusing on three different industries, processed foods, automobiles and motor scooters, the authors identify appropriate strategies for leveraging competitive advantage at each phase of international involvement. They show how three paramount tasks, learning, building and leading, must evolve through each phase.