Skip to main content Accessibility help
×
Hostname: page-component-5c6d5d7d68-wtssw Total loading time: 0 Render date: 2024-08-09T02:51:28.258Z Has data issue: false hasContentIssue false

Conclusion

Published online by Cambridge University Press:  05 June 2012

Daniel F. Spulber
Affiliation:
Northwestern University, Illinois
Get access

Summary

Global competition is fierce, and intensifies every day. New market leaders are springing up around the world, including champions from emerging markets. Companies must be prepared for competition from firms with world-class products, cutting-edge technologies, and drastic cost efficiencies.

Trade barriers are falling continually, although national borders remain “sticky.” Each small decline in barriers to trade opens new opportunities for international transactions, and falling trade barriers are changing business methods in a growing number of industries. Local businesses are finding it to be increasingly difficult to maintain a protected niche in a local market. To be successful, more and more companies discover that they must have a global competitive strategy.

The continued expansion of world trade affects all aspects of our daily lives, at work and at home. Residents of developed economies have long benefited from low-cost imports. Now they are being joined by residents of many emerging economies, with consumption of housing, cars, and electronics, spreading across the world. The number of nations that embraces world trade forms a growing consensus.

Billions of new consumers have entered the global market place, as developing countries participate in world trade. An expanding middle class in emerging markets is driving increased consumption and an expansion of global business. In many countries, driven by gains from trade and the forces of economic specialization, workers are shifting to more productive sectors of their economies.

Type
Chapter
Information
Publisher: Cambridge University Press
Print publication year: 2007

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

Save book to Kindle

To save this book to your Kindle, first ensure coreplatform@cambridge.org is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

  • Conclusion
  • Daniel F. Spulber, Northwestern University, Illinois
  • Book: Global Competitive Strategy
  • Online publication: 05 June 2012
  • Chapter DOI: https://doi.org/10.1017/CBO9780511841651.013
Available formats
×

Save book to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

  • Conclusion
  • Daniel F. Spulber, Northwestern University, Illinois
  • Book: Global Competitive Strategy
  • Online publication: 05 June 2012
  • Chapter DOI: https://doi.org/10.1017/CBO9780511841651.013
Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

  • Conclusion
  • Daniel F. Spulber, Northwestern University, Illinois
  • Book: Global Competitive Strategy
  • Online publication: 05 June 2012
  • Chapter DOI: https://doi.org/10.1017/CBO9780511841651.013
Available formats
×