<DIV>Why do so many global strategies fail?despite companies' powerful brands and other border-crossing advantages? Seduced by market size, the illusion of a borderless, ?flat” world, and the allure of similarities, firms launch one-size-fits-all strategies.<br><br>But cross-border differences are larger than we often assume, explains Pankaj Ghemawat in <I>Redefining Global Strategy</I>. Most economic activity?including direct investment, tourism, and communication?happens locally, not internationally.<br><br>In this ?semiglobalized” world, one-size-fits-all strategies don't stand a chance. Companies must instead reckon with cross-border differences. Ghemawat shows you how?by providing tools for:<BR><br>· Assessing the cultural, administrative, geographic, and economic differences between countries at the industry level and deciding which ones merit attention.<BR><br>· Tracking the implications of particular border-crossing moves for your company's ability to create value.<BR><br>· Creating superior performance with strategies optimized for adaptation (adjusting to differences), aggregation (overcoming differences), and arbitrage (exploiting differences), and for compound objectives.<BR><br>In-depth examples reveal how companies such as Cemex, Toyota, Procter & Gamble, Tata Consultancy Services, IBM, and GE Healthcare have adroitly managed cross-border differences?as well as how other well-known companies have failed at this challenge.<br><br>Crucial for any business competing across borders, this book will transform the way you approach global strategy.</DIV>