This collection of case studies, comprised entirely of Harvard Business School cases, develops a conceptual framework for students of management that should improve their ability to compete internationally. Its cross-disciplinary approach integrates coverage of international economics, business strategy, government policy, global politics, economic theory and industrial policy in order to provide a practical yet sophisticated framework for managing international competition. The work explores the chief sources of international competitive advantage available to firms - country environments, government policies and firm capabilities - and provides students with an understanding of key institutions and regulations of international commerce, such as the GATT and US trade law. In this edition, 15 of the 30 cases are new. They address such topics as the emergence of global competition, the role of cross-border alliances, the rise of regional free-trade areas and the impact of industrial policy. They also focus more on non-American firms, with detailed material on foreign country conditions and government policies.

International Trade and Competition: Cases and Notes in Strategy and Management (MCGRAW HILL SERIES IN MANAGEMENT)

Business & Money

Yoffie, David B.

Gomes-Casseres, Benjamin

International

Mcgraw-Hill College

International Trade and Competition

Economics

McGraw-Hill Education (ISE Editions)

The Alliance Revolution: The New Shape of Business Rivalry

More than we ever anticipated, alliances among firms are changing the way business is conducted, particularly in the global, high-technology sector. The reasons are clear: companies must increasingly pool their capabilities to succeed in ever more complex and rapidly changing businesses. But the consequences for managers and for the economy have so far been underestimated. In this new book, Benjamin Gomes-Casseres presents the first in-depth account of the new world of business alliances and shows how collaboration has become part of the very fabric of modern competition.  Alliances, he argues, create new units of competition that do battle with one another and with traditional single firms. The flexible capabilities of these multi-firm constellations give them advantages over single firms in certain contexts, offsetting the advantage of a single firm's unified control. When managed effectively, alliances can strengthen a firm's competitive advantage and narrow the gap between leading firms and second-tier players. This often results in intensified rivalry, and the competition within an industry is transformed. Alliances often spread swiftly through an industry as firms jockey for advantage. Yet the very spread of alliances increases their costs and poses new limits on their use. Gomes-Casseres concludes that firms need to manage their constellations to enhance collaboration within their groups, while raising what he calls "barriers to collaboration" for rivals.  These ideas are developed and illustrated through original case studies of alliances among U.S., Japanese, and European firms in electronics and computers, including Xerox, IBM, and Fujitsu as well as other small and large companies. The book should be of interest to business academics, managers, and general readers concerned with contemporary capitalism.

Harvard University Press

More than we ever anticipated, alliances among firms are changing the way business is conducted, particularly in the global, high-technology sector. The reasons are clear: companies must increasingly pool their capabilities to succeed in ever more complex and rapidly changing businesses. But the consequences for managers and for the economy have so far been underestimated. In this new book, Benjamin Gomes-Casseres presents the first in-depth account of the new world of business alliances and shows how collaboration has become part of the very fabric of modern competition. Alliances, he argues, create new units of competition that do battle with one another and with traditional single firms. The flexible capabilities of these multi-firm constellations give them advantages over single firms in certain contexts, offsetting the advantage of a single firm's unified control. When managed effectively, alliances can strengthen a firm's competitive advantage and narrow the gap between leading firms and second-tier players. This often results in intensified rivalry, and the competition within an industry is transformed. Alliances often spread swiftly through an industry as firms jockey for advantage. Yet the very spread of alliances increases their costs and poses new limits on their use. Gomes-Casseres concludes that firms need to manage their constellations to enhance collaboration within their groups, while raising what he calls "barriers to collaboration" for rivals. These ideas are developed and illustrated through original case studies of alliances among U.S., Japanese, and European firms in electronics and computers, including Xerox, IBM, and Fujitsu as well as other small and large companies. The book should be of interest to business academics, managers, and general readers concerned with contemporary capitalism.

Biography & History

Alliances, partnerships, acquisitions, mergers, and joint ventures are no longer exceptions in most businesses--they are part of the core strategy. As companies look to external partners for acquiring even strategic resources and capabilities, they need a practical road map for ensuring these relationships generate value. What combinations of resources do we need? How do we manage them over time? What profits will we earn? Will they justify our investments? Benjamin Gomes-Casseres shares insight from decades of consulting and academic research on how companies create new value by "remixing" resources with other companies. Organized around three laws, Remix Strategy explains how companies can gain the most from their business combinations: * First Law: The value created by the combination should exceed the total that would be generated by the players acting alone. How much more value can we create together in the market, together? What lies behind this "joint value"?* Second Law: The combination must be designed and managed to realize the joint value in reality. What partners and structures fit this goal best? How do we manage those elements that are the sources of the joint value?* Third Law: Each participant must earn sufficient profits to reward its investment. How do we divide the joint value? How might these shares change over time? Other books explain how to structure deals or how to navigate complexities of organization and culture. This book provides core principles and a practical framework for creating and capturing value, no matter the path chosen.

Remix Strategy: The Three Laws of Business Combinations (Harvard Business School Press)

Management & Leadership

Harvard Business Review Press

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Books by Gomes-Casseres, Benjamin