Going global lessons from late movers

First, companies must acknowledge their psychological obstacles, face them, then benchmark and sidestep, etc. These mistakes should be exploited by competition the moment the opportunity presents itself. I see no reason to refute these statements but I would have liked to have seen additional data that further bolsters this point.

The article closes by discussing the various challenges that late movers must undoubtedly face. I felt the author articulated that quite well in stressing the importance of "having the right stuff" from the top down. A culture shift, buy-in and continuous improvement must be created by the leader in order for it to matriculate down to each and every employee.

Some of the items mentioned such as benchmarking and sidestepping, fresh new thinking for an entirely new business model, etc. Perception, self-doubt, overconfidence, etc. Although late movers have obvious disadvantages, distinct advantages are articulated that readily provide hope for growth potential.

Sometimes the smallest mistake can present opportunity for a new entrant to the global arena. In many cases it should not even be considered given their business model or financial circumstance.

Most, if not all successful companies in each of the major global markets tend to strive for continuous improvement.

Many will fail but those that do succeed will, in my opinion, have a bold leader running the show with the much needed constitution required to face unyielding competition of a global scale.

The article expands on each of these categories with theoretical and factual data.

Going Global: Lessons from Late Movers

Yes, there are definite strategies that can be made to better a companies chances for global success, but I think a bold disclaimer should have been made somewhere along the lines.

My comments would be something of the following effect: Their devotion and courage to confront, challenge, learn, protect and build are key components to which must be faced in order to play in this international game.

Yes, there was a single, well constructed, example of Arivind that failed to embrace the global competitive market, but I wanted more. This culture is meant to promote growth, increased margins, decreased overheard, etc. Granted I understand the author was trying to convey what those that succeeded did, but I think it would have been useful to see a sharp contrast of what failed companies attempted as well.

This brings me back to my previous points on leadership. Ideally I would have like to see a matrix that would be populated with the various constraints or challenges to enter the market. When I saw the last section it put me at ease and brought a smile to my face.

It is imperative for strong leaders to emerge in order to meet the rigors of the global competitive market. While the spin is undoubtedly positive, I feel additional commentary should have been made as to the feasibility of these late movers.

The author was definitely trying to also convey a positive message for companies looking to face the existing global powers. These various company success stories from the late movers all had solid leadership as a major commonality.

Logically, I feel the arguments as to why companies from peripheral countries find it so difficult to compete against global giants are correct. Competing with these large entities is an enormous task, but some of the items pointed out in the article provide valid strategies for "preparing to compete".Publication Date: March 01, Conventional wisdom says that companies from the periphery of the global market can't compete against established global giants from Europe, Japan, and the United.

Going Global Presented by: Diana Lim April 21, Lessons from Late Movers Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. If you continue browsing the site, you agree to the use of cookies on this website.

Going Global Critique What happens to late movers? Samsung Ranbaxy Laboratories Acer's Smiling Curve Lessons for Late Movers Flickle demands consumers perceive low quality when the product comes from peripheral countries.

Going Global; Lessons from Late Movers That's just one reason why companies from pe-ripheral countries find it so difficult to compete against established global giants from Europe.

Conventional wisdom says that companies from the periphery of the global market can't compete against established global giants from Europe, Japan, and the United States.

Unformatted text preview: Going Global: Lessons from Late Movers 1 First­mover advantage First­mover advantage or FMA is the advantage gained by the initial occupant of a market killarney10mile.com advantage may stem from the fact that the first entrant can gain control .

Going global lessons from late movers
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