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Global Giants - public ownership - private ownership small to medium size firms - Family owned - public ownership - Global Start-ups - Other global enterprises include global nongovernmental organizations, intergovernmental organizations, and global gangs or terrorist groups. The definition of what constitutes small and medium size varies, making it hard to compare worldwide.
Global Giants - public ownership - private ownership small to medium size firms - Family owned - public ownership - Global Start-ups - Other global enterprises include global nongovernmental organizations, intergovernmental organizations, and global gangs or terrorist groups. The definition of what constitutes small and medium size varies, making it hard to compare worldwide.
Global Giants - public ownership - private ownership small to medium size firms - Family owned - public ownership - Global Start-ups - Other global enterprises include global nongovernmental organizations, intergovernmental organizations, and global gangs or terrorist groups. The definition of what constitutes small and medium size varies, making it hard to compare worldwide.
2003 Snapshot of the Global 500 $13.729 trillion in revenues Businesses will employ many of you You doubtless want to work for a good business
What are Business
Categories of Global Enterprises?
Global Giants
Public ownership Private ownership
Small to medium size firms
Family owned Public ownership Global Start-ups
(Other global enterprises include global
nongovernmental organizations, intergovernmental organizations, and global gangs or terrorist groups)
Global Giants
Global Brand giantscan be public or private, but due to brand
awareness, they usually are fairly well monitored by the press These are many of the firms we are studyingcheck Interbrand or AC Nielsen for ratings Usually are from advanced economies, but developing economies are trying to buy or build global brands, e.g., Haier Hidden giantscompanies whose activities are not in the public eye, e.g., cement, building materials, insurance companies, food production, machinerywe also study these because life is not all brand glamour Some are not in the public eye because we dont care Some are not in the public eye because the parent company does not want us to know Ben and Jerrys is owned by Unilever Coca-Cola owns Odwalla General Mills owns Small Planet Foods
Note from SAGE: is this image integral?
Here are Global Firms, Who
Owns Them? B. Husky Energy E. Euro-Disney F. Johnnie Walker Scotch Whisky G. Gerber Baby Foods J. All-Clad Metalcrafters K. VP Schickedanz
Small to Medium Size
Companies
The definition of what constitutes small and medium
size varies (making it hard to compare worldwide) Also can create a global brand (but usually a single brand in a single industry, e.g., Dr Martens) Also can be hidden champions Can be a global start-up Logitechfounded by people from different countries, headquartered in two nations, to serve a global market Often depend on entrepreneurial behaviors
Brands and Society
Brands satisfy human needs for belonging and satisfaction In nations where standards are low, brands provide assurance of product quality Brands also raise public awareness about firm behavior and mediating organizations motivate many To pursue social and environmental responsibility within the firminternal adaptation mediated by NGOs like Greenpeace To address issues that occur outside the firmexternal adaptations that make firms mediators for others even as others mediate these issues for them Suppliers treatment of employees or ways they extract raw materials Some go on the defensive Some focus on values and proactive efforts
The Bottom Line on Global
Firms Whether large, medium or small Whether public or privately owned by families or by shareholders or by the government, etc. All contribute to and are challenged by characteristics of globalization.
Among Challenges Relevant to
Your Studies, Consider the Effects of
Diverse participants in the industry studied
Stakeholder and owner activism Individuals and institutional
Competing models of how to manage globally
The Anglo Saxon model is more hands off and encourages shorter run profit motives The Rhine model is cooperative and encourages more social engagement for firms
We do Not Know the
Outcomes, but We do Know:
These challenges are altering firm
management such that nations are adopting practices from other settings Asian collectivism accommodates revised social contracts, e.g., layoffs Anglo Saxon traditions are revised to separate the CEO from the Board The Rhine model experiences pressures to generate shorter term profits
As a General Statement We Can Say:
Corporations worldwide are under pressure to
consider themselves Members of a dynamic community Linked by networks of interdependent teams Composed of self-managing people with diverse characteristics and talents Guided by shared purpose Leaders committed to continuous learning and improvement In service to maximum long-term customer satisfaction, employee and shareholder enrichment, and the health of the larger society