Paper Analysis Twenty Hubs and No Hq

This term tries to propose advantages of an alternative strategy of global business counselling for MNCs. According to the authors the anterior strategies of management from the walk Quarters (centralized) or Head Quarters for most functions with regional offices and country managers (decentralized) are not as efficient as management without any Head Quarters and cardinal strategicalally placed hubs. There are compelling reasons to follow this strategy. for the first time developing countries account for a much larger chunk of the last revenue.Secondly there are untapped markets in the form of sparingally weaker sections in these countries and the full potential of these flowerpot not be utilise with the prevalent management strategies. Thirdly there is a huge speak to saving advantage with manufacturing in low cost countries and outsourcing is just unity way to realize it. The staple concept of this strategy as given(p) by the authors is to have 20 hubs in 20 different countries 10 developing and 10 developed which account for 70% of the population of the two worlds in to each one case and on the whole and much of the economic activity.According to the authors having hubs in these 20 countries MNCs can serve all the markets in the whole world more efficiently than using any of the previous strategies. These hubs will serve as a gateway for these MNCs in these regions. As such all management and manufacturing functions required by the region can be shifted to these gateway countries. This will allow the MNCs to serve customers on all(prenominal) level of the income pyramid. Also it will reduce the sourcing cost by 20% and corporate overhead cost by 2/3rd.The gateway hub social organization can be flexible with clean countries becoming hubs as and when they throw the requisite level of development and each hub sourcing goods manufactured in other(a) hubs. According to the authors in the gateway hub model risk can be spread over 10 or more lo cations with manufacturing and R&D in multiple locations. This article augments the learning by teaching to take exception any concept even the concept that look as basic as the centralized management and Head Quarters. INNOVATIVE outside(a)istic STRATEGIESThe article tries to sire the most relevant dimensions to use to cluster innovative international strategies to arrive at typologies that can be interpreted and used further. geographical SCOPE OF THE INDUSTRY INTERNATIONAL DEV IN THE PASTYEARS INTERNATIONAL DEV IN THE NEXT.. YEARS INTERNATIONAL STRATEGY OF THE COMPETITOR IN THE INDUSTRY INTERNATIONAL STRATEGY OF YOUR FIRM In this study they find out the most relevant dimensions and cluster cases according to these dimensions and identify most empirical types. The authors found the four main dimensions as Process of internationalization Segment scope Level of coordination across bordersFragments of narratives where an Innovative International scheme WAS DESCRIBED by respo ndents were collected Content of fragments in the transcripts related to a firm was analysed to find the concepts used to characterize its strategy Cases that were similar to each other were clustered and formed an empirical type of IIs Major influences footwear Competitive action mechanism -relocation and innovative international strategy Cables and wires Struct forces-technological intensity new high growth markets government interventioncomparative advantages(in cases) Paint morphologic forces- technological and marketing intensityChocolate sugar and confectionary Structural Forces - merchandising intensity and diff in consumption pattern across industries Competitive action- MAA Innovative International Strategy The authors arrived at six innovative international strategy typologies across these four industries. The main value addition from this article is how a study can be carried out to scientifically introduce out the main innovative strategies and to gauge the scope of innovation and strategic management in the industry. It also helps find out the relation surrounded by strategy and the constraints under which it is developed.