In the 21st century global economy, emerging nations will provide almost half of the potential customers for western goods and services, concludes international business expert Jeffrey A. Rosensweig. Drawing on extensive research, Rosensweig contends that firms with truly global strategies will profit from the untapped resources of emerging markets and at the same time improve the living standards of the world?s poor. Dismissing the doomsday scenario that so-called Third World nations will continue to be mired in poverty, he argues persuasively that western executives must break out of the mindset that profitable ventures can only be found within the ?Triad? of the United States, Europe, and Japan. Rosensweig reminds us that American exports to emerging nations have tripled since 1986. He projects that, by the year 2010, the world will contain six great regional economies -- four of them in Asia -- and that three of every eight middle-class consumers will reside in the developing world. In clear, nontechnical language, he explains how executives can identify trends of globalization and apply them to business strategy, particularly to what he calls a ?time-phased? global strategy for synchronizing a firm?s investments with the progress of emerging middle classes.
Winning the Global Game demonstrates that adopting a global perspective now is a win-win strategy that links people and profits. It will be important reading for all multinational executives and managers in firms which are going global. The chapter on 21st century personal career strategy will appeal particularly to the aspiring global executive.
Discussion Questions 1. How global is our company currently and how global could it be potentially? 2. Have we avoided the trap of the "traditional triad?" (Chapters 1 and 2) If not, is it appropriate for us to prepare to do so? If so, what lessons have learned which should be applied to future global expansion? 3. To ensure that our company thrives in the new global economy, how might we implement Rosensweig's "time-phased" strategy for globalization? (Chapter 7) 4. How do we measure up as individuals aspiring to become global managers? (Chapter 8) How might we change our outlook to become more global? How can we train and mentor our young executives to ensure both their future success and the future success of the firm? 5. When do we feel that our products and services will be profitable in Latin America? in Asia? in the Middle East or Africa? When should we begin planning for that time? (Chapters 5, 6 and 7) 6. How will we change our business strategy to adapt to the "six great economies" of the 21st century? (Chapter 6) 7. Which are the most useful strategies outlined in the book? Which leaders and corporations in the book provide the best examples for future innovation? 8. Can we integrate a "win-win" global strategy into our corporate culture? (Chapter 9) 9. What would it really mean for us -- as individuals, as a firm, and as a country -- to "win" the global game? 10. Given present and future global demographics, what is the potential for the emergence of new markets for our goods and services? (Chapters 3, 5 and 6) 11. What does Rosensweig mean when he says that complete globalization has not been achieved yet? (Chapters 1 and 4) What are the implications for our firm? 12. Who and where are our customers today? Who and where will they be tomorrow? (Chapters 3 and 5)