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Fashion Marketing: Contemporary Issues, Second edition - Pr School

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Globalization: global markets and global supplies 15<br />

Multinational companies build a strong local presence through sensitivity and<br />

responsiveness to national differences. International companies exploit parent<br />

company knowledge and capabilities through worldwide diffusion and adaptation,<br />

whereas global companies build cost advantages through centralized<br />

global-scale operations. The turbulent economic environments of the 1970s<br />

and 1980s had led to a rash of reports, studies and recommendations to managers<br />

offering prescriptions to run their businesses more effectively in the new<br />

‘global’ environment. As Ghoshal and Bartlett (1988, p. 21) comment, globalization<br />

became a term in search of a definition. The term was interpreted in a<br />

variety of ways and given new meanings. A Newsweek (1986) article offered<br />

advice to managers to reorganize and streamline their businesses by offering<br />

standard global products and managing operations through a centrally<br />

co-ordinated home office, a method, it was stated, that the Japanese had used<br />

for years. However, many managers and academics remained unconvinced<br />

by this formula of standardization, rationalization and centralization. It was<br />

true that for some Japanese companies the formula had worked, but it was<br />

equally true that for others it had not. Ghoshal and Bartlett (1998, p. 22) give<br />

a number of examples where the formula had failed in Japan for companies<br />

such as NEC and Kao, whereas some European and US companies not working<br />

to any prescribed formulas had been successful (Unilever, Ericsson and<br />

<strong>Pr</strong>octer & Gamble). The quest for global formulas was replaced by a search<br />

for fit. The dominant strategic requirement of the business and the development<br />

of strategic capabilities to match the requirement were seen as important.<br />

Nevertheless, the forces of global change act very differently on different<br />

industries, and any analysis of global strategy and organization must begin<br />

with an understanding of where the industry is placed.<br />

Levy (1995, p. 353) provides an economic definition for the phenomenon of<br />

globalization as follows:<br />

To economists globalization is seen as the increasing internationalization<br />

of the production, distribution and marketing of goods and<br />

services.<br />

Govindarajan and Gupta (1998, p. 3) provide a number of different ways to<br />

define globalization, but at the level of the specific country they refer to:<br />

The extent of the interlinkages between a country’s economy and<br />

the rest of the world.<br />

They state that the key indicators defining globalization of an industry are:<br />

the extent of cross-border trade within the industry as a ratio of total worldwide<br />

production;<br />

the extent of cross-border investment as a ratio of total capital invested in<br />

the industry;<br />

the proportion of industry revenue accounted for by companies that compete<br />

in all major regions.

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