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Este Cmap, tiene información relacionada con: Globalization in the Age of Trump, Globalization in the Age of Trump One week after Donald Trump’s inauguration, the Economist published a cover story In this article, the common misperceptions about what is and isn’t changing about globalization, offer guidelines to help leaders decide where and how to compete, and examine multinationals’ role in a complex world The Trajectory of Globalization, Globalization in the Age of Trump One week after Donald Trump’s inauguration, the Economist published a cover story In this article, the common misperceptions about what is and isn’t changing about globalization, offer guidelines to help leaders decide where and how to compete, and examine multinationals’ role in a complex world in which it proclaimed that “the biggest business idea of the past three decades is in deep trouble” and that “the advantages of scale and arbitrage have worn away., Globalization in the Age of Trump One week after Donald Trump’s inauguration, the Economist published a cover story In this article, the common misperceptions about what is and isn’t changing about globalization, offer guidelines to help leaders decide where and how to compete, and examine multinationals’ role in a complex world Where to Compete, How to Compete Companies use adaptation when they want to adjust to cross country differences in order to be locally responsive. They use aggregation to achieve economies of scale and scope that extend across national borders. And arbitrage strategies are used to exploit differences, such as low labor costs in one country or better tax incentives in another. Firms should look for opportunities to amp up their adaptation efforts, because becoming more responsive to differences can help reduce the impact of protectionism., Firms should look for opportunities to amp up their adaptation efforts, because becoming more responsive to differences can help reduce the impact of protectionism. Companies can design common platforms upon which local variants are offered. Or they can externalize some of the costs of adaptation via franchising, joint ventures, or other types of partnerships. Global companies especially those from advanced economies typically justify their cross-border strategies primarily on the basis of aggregation. In the most classic cases, they invest in intangible technological or marketing assets that they can scale across national borders. Those advantages normally have to be pretty large in order to overcome the home court advantage of local competitors, in which it proclaimed that “the biggest business idea of the past three decades is in deep trouble” and that “the advantages of scale and arbitrage have worn away. Today’s cries for a massive pullback from globalization in the face of new protectionist pressures are also an overreaction A full-scale retreat or an overreliance on localization would hamper companies’ ability to create value across borders and distance using the rich array of globalization strategies that are still effective—and will continue to work well into the future., Where to Compete Recent data on companies ranked among the top 100 with the most assets located outside of their home countries tells a similar story. While these companies tend to operate in dozens of countries, their top four markets including their home market account for about 60% of their revenues and probably a larger slice of total profits. And only a single-digit percentage of the Fortune Global 500 the world’s largest firms by revenue earn at least 20% of their revenue in each of the “triad” regions of North America, Europe, and Asia-Pacific. In sorting out which markets to focus on, it’s important to note that the law of distance applies to foreign direct investment as well as trade, As recently as a decade ago, business leaders believed that the world was becoming “flat” and that global companies, unconstrained by country borders, would soon dominate the world economy Today’s cries for a massive pullback from globalization in the face of new protectionist pressures are also an overreaction A full-scale retreat or an overreliance on localization would hamper companies’ ability to create value across borders and distance using the rich array of globalization strategies that are still effective—and will continue to work well into the future., In sorting out which markets to focus on, it’s important to note that the law of distance applies to foreign direct investment as well as trade So as companies today weigh their options, they should look for opportunities where they can find cultural, administrative/political, geographic, and economic affinities. Their foreign affiliates generate 10% of global GDP, and the multinationals themselves account for more than 50% of world trade. For companies based in large emerging economies, focusing on the domestic market, where they enjoy home court advantage as well as rapid growth, can be a particularly attractive proposition., The Trajectory of Globalization Doubts about the future of globalization began to surface during the 2008–2009 financial crisis The two index components of greatest business interest merchandise trade and foreign direct investment were hit hard during the financial crisis, but neither has suffered a similar declined since then., The two index components of greatest business interest merchandise trade and foreign direct investment were hit hard during the financial crisis, but neither has suffered a similar declined since then. Tradeexperienced a large drop-off in 2015, but that was almost entirely a price effect, driven by plunging commodity prices and the rising value of the U.S. dollar. Updated data suggests that in 2016 foreign direct investment dipped, in part because of the U.S. crackdown on tax inversions, Globalization in the Age of Trump One week after Donald Trump’s inauguration, the Economist published a cover story In this article, the common misperceptions about what is and isn’t changing about globalization, offer guidelines to help leaders decide where and how to compete, and examine multinationals’ role in a complex world How to Compete