A weak finance function is often a reflection of larger management problems.
Firms that are purely domestic should focus only on events within the domestic borders.
General conditions of the macro environment can be characterized after PESTL analysis
and an assessment of globalization have been completed.
There is little overlap in different world codes of governance.
Outsiders are more likely to deploy strategies that lead their firms to underperform their
competitors.
To be ready for the maturity phase, a firm’s strategy will need to accommodate rapid
growth.
Any of the functions in a value chain can be organized as a unit in a functional
structure.
The coevolution model suggests that firms pursuing growth strategies increase alliances
developed around commoditized products.
According to the Editor-in-Chief of Wired magazine, the future of entertainment is in
the “niche markets at the shallow end of the bit stream.”
To avoid being blindsided by an industry change, firms must keep an eye on rivals’
international strategies.
Even though the logic behind each form of acquisition varies, the criteria for judging
their success are the same.
When strategies differ significantly, managers will generally be slower and less
decisive.
Sometimes when resources are made available, the firm that needs them may, in fact,
become dependent on the alliance.
More firms are beginning to require that their board members also own stock.
A firm’s international strategy should be driven by its alliance relationships.