146Chapter 7 Strategies for Competing Internationally or Globally 146
Copyright © 2020 by Arthur A. Thompson. All rights reserved. Reproduction and distribution of the contents are expressly prohibited without the author’s written permission
Strategy: Core Concepts and Analytical Approaches
An e-book published by McGraw-Hill Education
Arthur A. Thompson, The University of Alabama 6th Edition, 2020-2021
chapter 7 Strategies for Competing Internationally or Globally
You have no choice but to operate in a world shaped by globalization and the information revolution. There are two options: Adapt or die. —Andrew S. Grove, retired Chairman and CEO, Intel Corporation
You do not choose to become global. The market chooses for you; it forces your hand. —Alain Gomez, Former CEO, Thomson, S.A.
[I]ndustries actually vary a great deal in the pressures they put on a company to sell internationally. —Niraj Dawar and Tony Frost, Professors, Richard Ivey School of Business
Any company that aspires to industry leadership in the 21st century must think in terms of global, not domestic, market leadership. The world economy is globalizing at an accelerating pace as ambitious, growth-minded companies race to build stronger competitive positions in the markets of more and more countries, as companies gain greater access to foreign markets, as country exports and imports increase, and as rapidly growing Internet accessibility and usage erodes the relevance of geographic distance.
Typically, a company will start to compete internationally by entering just one or maybe a select few foreign markets. Competing on a truly global scale comes later, after the company has established operations on several continents and is marketing its products or services in many different geographic regions of the world. Thus, there is a meaningful distinction between the competitive scope of a company that operates in a few foreign …