Globalization promises ever greater competitive challenges to business. Competitors are likely to be radically different than your company, since they may have huge cost advantages and offer customers unexpected product features. Managers must be ready to design competitive strategies that will succeed against global rivals. This book introduces techniques for strategic analysis and strategy making in a global market.

Top managers need to conduct an effective analysis of the global market place. The sheer size and complexity of global markets can be overwhelming, and the business manager seeking global competitive advantage must be able to address both the forces of global scale and the differences between countries. The manager will also require new tools for handling a vast flood of new information. To form a coherent competitive strategy, the manager will need a clear and comprehensive framework. This book presents just such a method of strategic analysis.

This book introduces the “Star Analysis” framework for evaluating the country context of the international business environment. The manager uses country-level data to evaluate country features and the implications for the firm's home base, suppliers, customers, partners, and competitors. Using information revealed by the “Star Analysis,” the manager formulates global competitive strategies.

Traditional competitive strategy took place at the level of the industry. The industry still matters, of course, but the business manager must compete in the global market place. Suppliers, customers, partners, and competitors differ across countries.