Arlington Health Insurance Agent

Arlington Health Insurance Agent

Effective global competition requires more than creating a product in a home market and shipping it as is to new markets. It requires a complex network of global centers of excellence that draw on technologies invented in on locale and shared worldwide: rapid movement of products, people, information, and ideas around the worlds to meet local needs; and management of the paradox of Arlington Health Insurance Agent economies of scale and local responsiveness. It requires a global mind set and a local commitment: Thinking globally but acting locally. Another issue looming for global business is the uncertain politics of global markers. Those raised in Western cultures often take their democratic political processes as standard. Western rules do not necessarily apply, however, in countries where political party, or even Arlington Health Insurance Agent uprisings and revolutions, family, a single dominant political realities constitutes a new global challenge for many Western firms. In the oil industry, for example drilling for Siberia’s vast oil reserves remains a risky venture because of the political uncertainties in the former Soviet Union.

Political vitality worldwide is likely to increase. In the early 1990s, for example, executives were falling all over each other into the growing, dynamic Mexican market. By the mid-1990s, when Mexico’s politics had been turned upside down and its financial Arlington Health Insurance Agent markets had collapsed, these same executives were desperately trying to extract themselves from the Mexican fiasco. More such dramatic shifts are likely to occur.

Businesses in technologically advanced countries amass enormous wealth very quickly when they become global players. As these businesses invest in weaker economies, the social and economic gap between those who have and those who have not widens, and the near future may bring as a response Arlington Health Insurance Agent not only within but across countries. Unresolved, this inequity and unrest may fuel revolt and even revolution.

Despite such problems, U.S. companies do seek to establish themselves globally. For these organizations, the challenge is to create the capability to compete successfully at the global level. A recent American Electronics Association seminar, for example, examined the globalization challenges facing Quantum, a manufacturer of computer disk drives, a very competitive industry. In this industry, it is assumed that being a month late on a new product introduction costs about seven points (percent) in margin; if Quantum is three months late with a release they may lose out on the new generation of products altogether. To compete in the face of this rapid development cycle time, quantum is considering linking new development labs in San Jose, Asia, and Europe. The idea is that, when researchers in Asia finish their day’s work, they will then share Arlington Health Insurance Agent electronically with their San Jose counterparts who, in turn, will share their day’s work with the European lab. By the time the researchers in Asia return to work, their ideas will have gone through two interactions of progress. We explored what, if any, particular organization capabilities would be required to make this plan work.

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