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Given the rise of Asia in the global economy in recent decades, it is important to understand the uniqueness of Asian business. This book first introduces the core strategies prevalent in Western business, and then explains how they can be applied or adapted to Asian business. When necessary, modified or new business models (as developed by the author) are utilized to better explain Asian business. Furthermore, this book deals not just with the theory, but also with practice. Several real-life case studies and examples are discussed in order to compare and contrast the Asian and Western perspectives on global business strategy. Readers will therefore gain an enhanced understanding of Asian business and formulation of Asian business strategy.

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Intro -- Contents -- Preface -- Chapter 1. The Basics of Strategy -- Chapter Guideline -- 1.1 Competitiveness of Product, Firm, Industry and Nation -- Competitiveness of a Product -- Competitiveness of a Firm -- Competitiveness of an Industry -- Competitiveness of a Nation -- Where to Start? -- 1.2 Porter’s Competitive Strategy -- The First Question: Industry Attractiveness (Five-Forces Model) -- The Second Question: Firm Competitiveness (Generic Strategies) -- Stuck-in-the-Middle -- The Real Value of Porter’s Generic Strategies -- Evolution of Generic Strategies -- 1.3 The Value Chain and Competitive Advantage -- The Generic Value Chain -- Primary Activities: Five Generic Categories -- Support Activities: Four Generic Categories -- Subdividing the Value Chain -- Linkages within the Value Chain -- Case Study 1: Wal-Mart’s Challenge in Asia -- Case Study 2: Sogo Shosha’s Changing Competence -- Case Study 3: Playing into Asia -- Case Study 4: Starbucks in China -- Discussion Questions -- Chapter 2. Alternative Business Models -- Chapter Guideline -- 2.1 Knowledge Creating Strategy -- 2.2 Customer Co-opting Strategy -- Analysis -- 2.3 A More Comprehensive Strategy? -- Analysis -- 2.4 Which Model? -- Case Study 1: Toyota’s IMV Project -- Case Study 2: Renault Aims in Asia -- Case Study 3: The Singtel Experience -- Case Study 4: An Apple in Asia Tastes Just as Sweet -- Case Study 5: Sharp’s Five-Element Strategy -- Case Study 6: Nokia’s Five-Element Strategy in Asia -- Discussion Questions -- Chapter 3. Applications of Business Models to Non-Business Areas -- Chapter Guideline -- Summary of Previous Models -- 3.1 Strategy and the Internet -- Analysis -- 3.2 Strategy and Philanthropic Organizations -- Analysis -- 3.3 Strategy and Society -- Identifying the Points of Intersection -- Choosing Social Issues to Address -- Creating a Corporate Social Agenda -- Integrating Inside-Out and Outside-In Practices -- Creating a Social Dimension to the Value Proposition -- Analysis -- Case Study 1: Giordano of Hong Kong -- Case Study 2: Temasek Trust of Singapore -- Case Study 3: Yuhan-Kimberly Goes Green -- Discussion Questions -- Chapter 4. Extension of Generic Strategy -- Chapter Guideline -- Summary of Previous Models -- 4.1 Operational Effectiveness versus Strategic Positioning -- Analysis -- 4.2 Why Do Good Managers Set Bad Strategies? -- Analysis -- 4.3 Retrospective: An Interview with Michael Porter and Related Articles -- Michael Porter’s Competitive Strategy -- An Interview with Michael Porter -- Strategic Management, from Informed Conversation to Academic Discipline -- Porter’s Added Value: High Indeed! -- Competitive Strategy: It’s OK to be Different -- Analysis -- Case Study 1: How Samsung Wins Over Sony -- Positioning -- Operational Effectiveness (OE) -- Strategic Positioning (SP) -- Tradeoffs -- Fit -- Why Not the “Sony Way”? -- Discussion Questions -- Chapter 5. New Models for Business Strategy -- Chapter Guideline -- Summary of Previous Models -- 5.
.1 Blue versus Red Ocean: A Critique of Porter? -- Analysis -- 5.2 Another Critique -- Analysis -- 5.3 Dynamics of How to Sell What to Whom -- Analysis -- Case Study 1: An Indian Blue Ocean -- Case Study 2: Toyota Stuck-in-the-Middle? -- Case Study 3: A Make-Up Strategy -- Discussion Questions -- Chapter 6. Measuring and Forecasting -- Chapter Guideline -- Summary of Previous Models -- 6.1 Measuring the Intangible -- Translating the Vision -- Communicating and Linking -- Business Planning -- Feedback and Learning -- Analysis -- 6.2 Measuring Globalization -- Analysis -- World Investment Report (UNCTAD 2007) -- Global Competitiveness Report (World Economic Forum 2007) -- National Competitiveness Research Report (Institute for Industrial Policy Studies 2007) -- 6.3 Measuring the Future -- Define a Cone of Uncertainty -- Look for the S-Curve -- Embrace the Things That Do Not Fit -- Hold Strong Opinions Weakly -- Look Back Twice as Far as You Look Forward -- Know When Not to Make a Forecast -- Analysis -- Case Study 1: The Bank of Tokyo-Mitsubishi UFJ -- Case Study 2: Business Strategy on the Government -- Case Study 3: New Zealand Robotics -- Discussion Questions -- Chapter 7. Global Perspectives on Strategy -- Chapter Guideline -- Summary of Previous Models -- 7.1 Global Competitive Strategy -- Thrust and Parry -- Identifying the Target -- Loose Bricks in America -- Loose Bricks in Europe -- Regaining Cost Competitiveness (European Companies) -- New Concepts -- New Strategic Thought -- Analysis -- 7.2 Global Cooperative Strategy -- Californization of Need -- Dispersion of Technology -- The Importance of Fixed Costs -- Dangers of Equity and the Logic of Entente -- Analysis -- 7.3 Comprehensive Synthesis? -- Strategic Objectives -- Sources of Competitive Advantage -- Prescriptions in Perspective -- Analysis -- Case Study 1: Arçelik Is No Turkey -- Hamel and Prahalad (1985) on Arçelik -- Ohmae (1989) on Arçelik -- Ghoshal (1987) on Arçelik -- Discussion Questions -- Chapter 8. Developing and Extending Analytical Models -- Chapter Guideline -- Summary of Previous Models -- 8.1 Configuration-Coordination Model -- Patterns of International Competition -- Causes of Globalization -- Configuration/Coordination and the Pattern of International Competition -- The Process of Industry Globalization -- Global Platform -- Strategic Implications of Globalization -- Analysis -- 8.2 Three-Dimensional Global Model -- A New Framework of Global Strategy -- Three-Dimensional Framework and Patterns of International Expansion -- Analysis -- 8.3 DDC Model -- Functional Division -- Different Paths of Functional Activities in Global Expansion -- Empirical Analysis -- Analysis -- Case Study 1: Hyundai Motor Company -- Discussion Questions -- Chapter 9. The Grand Debate Over Standardization Strategy -- Chapter Guideline -- Summary of Previous Models -- 9.1 The Grand Thesis: The World Is Flat? -- Living in the Republic of Technology -- Vindication of the Model T -- The Remainin.
g Differences and Accepting the Inevitable -- The Earth Is Flat -- Analysis -- 9.2 Antithesis: The World Is Spiky? -- The Big Debate: Global Standardization versus Differentiation -- Requisite Conditions for Global Standardization -- Operational Constraints to Effective Implementation of a Standardization Strategy -- A Framework for Classifying Global Strategy Options -- Analysis -- 9.3 Another Antithesis: The World Is Not Flat -- The Ten-Percent Presumption -- A Strong National Defense -- Turning Back the Clock -- Analysis -- Case Study 1: Amore Pacific Goes to France -- Case Study 2: Mythical Standards -- Discussion Questions -- Chapter 10. All Together Now… -- Chapter Guideline -- Summary of Previous Models -- 10.1 Global Strategy: The Context -- What Is Global Strategy? -- Benefits of Global Strategy -- Drawbacks of Global Strategy -- Finding the Balance -- Industry Globalization Drivers -- Analysis -- 10.2 Global Strategy: The Firm -- Building and Managing the Transnational -- Analysis -- 10.3 Global Strategy: The Manager -- Changing Orientation of Managers -- Framework to Develop a Global Perspective -- Knowledge for a Global Mindset -- Skills for a Global Mindset -- Development of a Global Mindset -- The Changing Mindset of Managers -- Managerial Mindsets -- Strategizing and Integrating Globally -- Analysis -- Case Study 1: Chinese Lenovo Goes Global -- Discussion Questions -- Chapter 11. Dynamic Perspectives on Globalization -- Chapter Guideline -- Summary of Previous Models -- 11.1 Controlling the Uncontrollable -- Environmental Determinism versus Strategic Choice -- Strategies to Influence Demand -- Analysis -- 11.2 Standardization: Key to Success? -- Analysis -- 11.3 The World Is Not Flat … But You Can Flatten It! -- Analysis -- Case Study 1: Globalizing China -- Case Study 2: Back to Turkey’s Arçelik -- Case Study 3: Tea and Hamburgers Go Global? -- Discussion Questions -- References -- Online Resources -- Index -- .