Marketing: summary part 17.1 help give me today
Posted: Thu Jun 09, 2022 4:17 pm
Marketing: summary part 17.1
help give me today
File C:/Users/ASUS/OneDrive/Documents... Q Boya Final... Favorites EGO Chinese ##... to Case 17-1 at the end of the chapter. responsibility. (17-1) Leadership Global marketing demands exceptional leadership. As noted throughout this book, the hallmark of a global company is its capacity to formulate and implement global strategies that leverage worldwide learning, respond fully to local needs and wants, and draw on the talent and energy of every member of the organization. This daunting task requires global vision and sensitivity to local needs. Overall, the leader's challenge is to direct the efforts and creativity of everyone in the company toward a global effort that best utilizes organizational resources to exploit global opportunities. As Carly Fiorina, former CEO of Hewlett-Packard, said in her 2002 commence- ment address at the Massachusetts Institute of Technology: Leadership is not about hierarchy or title or status: It is about having influence and master- ing change. Leadership is not about bragging rights or battles or even the accumulation of 549 550 PART 5 STRATEGY AND LEADERSHIP IN THE TWENTY-FIRST CENTURY wealth; it's about connecting and engaging at multiple levels. It's about challenging minds and capturing hearts. Leadership in this new era is about empowering others to decide for themselves. Leadership is about empowering others to reach their full potential. Leaders can no longer view strategy and execution as abstract concepts, but must realize that both elements are ultimately about people. An important leadership task is articulating beliefs, values, policies, and the intended geo- graphic scope of a company's activities. Using the mission statement or similar document as a reference and guide, members of each operating unit must address their immediate responsi- bilities and at the same time cooperate with functional, product, and country experts in differ- ent locations. However, it is one thing to spell out a vision and another thing entirely to secure commitment to it throughout the organization. As noted in Chapter 1, global marketing further entails engaging in significant business activities outside the home country. This means an ex- posure to different languages and cultures. In addition, global marketing involves the skillful ap- plication of specific concepts, insights, and strategies. Such endeavors may represent substantial change, especially in U.S. companies with a long tradition of a domestic focus. When the "go global" initiative is greeted with skepticism, the CEO must be a change agent who prepares and motivates employees. Former Whirlpool CEO David Whitwam described his own efforts in this regard in the early 1990s after he had approved the acquisition of Royal Philips Electronics' European home appli- ance division: When we announced the Philips acquisition, I talked with our people, explained why it was so important. Most opposed the move. They thought, "We're spending a billion dol- lars on a company that has been losing money for 10 years? We're going to take resources we could use right here and ship them across the Atlantic because we think this is becom- ing a global industry? What the hell does that mean?"2 Jack Welch encountered similar resistance at GE: "The lower you are in the organization, the less clear it is that globalization is great," he said. As Paolo Fresco, a former GE vice chairman, explained: To certain United States: Intro...
In addition to "selling" their visions, top management at Whirlpool, GE, Nokia, Boeing. Tata Group, and other companies face the formidable task of building a cadre of globally oriented managers. Similar challenges face corporate leaders in all parts of the world. For example, Uichiro Niwa, former president of Japan's ITOCHU Corp., took steps to ensure that more of the trading company's $115 billion in annual transactions were conducted online. He also radically changed the way he communicated with employees and began relying more on e-mail, a practice that until recently was virtually unknown in Japan. He also convened face-to- face meetings and conferences with employees to solicit suggestions and to hear complaints. This too represented a dramatic change in the way some Japanese companies were being led: traditionally, low-level employees were expected to accept the edicts of top management with- out questioning them. Carleton "Carly" S. Fiorina, Commencement Address, Massachusetts Institute of Technology, Cambridge, MA, June 2. 2002. See also "It's Death If You Stop Trying New Things, Financial Times (November 20, 2003), p. 8. William C. Taylor and Alan M. Webber. Going Global: Four Entrepreneurs Map the New World Marketplace (New York: Penguin Books USA, 1996), p. 12. Noel M. Tichy and Stratford Sherman, Control Your Destiny or Someone Else Will (New York: HarperBusiness, 1994). p. 227. Robert Guth, "Facing a Web Revolution, a Mighty Japanese Trader Reinvents Itself." The Wall Street Journal (March 27, 2000), p. B1 551 CHAPTER 17 LEADERSHIP, ORGANIZATION, AND CORPORATE SOCIAL RESPONSIBILITY Top Management Nationality Many globally minded companies realize that the best person for a top management job or board position is not necessarily someone born in the home country. Speaking of U.S. companies, Christopher Bartlett of the Harvard Business School has noted: Companies are realizing that they have a portfolio of human resources worldwide, that their brightest technical person might come from Germany, or their best financial manager from England. They are starting to tap their worldwide human resources. And as they do, it will not be surprising to see non-Americans rise to the top. The ability to speak foreign languages is one difference between managers born and raised in the United States and those born and raised elsewhere. For example, the U.S. Department of Education has reported that 200 million Chinese children are studying English; by contrast, only 24,000 American children are studying Chinese! Fluency in English is a prerequisite for managerial success in many global organizations, irrespective of the language of the headquar- ters country. For example, Yong Nam, CEO of LG, recently stipulated that English would be required throughout the company. He explained: English is essential. The speed of innovation that is required to compete in the world man- dates that we must have seamless communication. We cannot depend on a small group of people who are holding the key to all communication throughout the world. That really impedes information sharing and decision making. I want everybody's wisdom instead of just a few. Sigismundus W. W. Lubsen, the former president and CEO of Quaker Chemical Corporation, is a good example of today's cosmopolitan executive. Born in the Netherlands and educated York Lubren speaks Dutch English, French, and German. He
WTH TOT DC surprising to set non-Americans rist to un top. The ability to speak foreign languages is one difference between managers born and raised in the United States and those born and raised elsewhere. For example, the U.S. Department of Education has reported that 200 million Chinese children are studying English; by contrast, only 24,000 American children are studying Chinese! Fluency in English is a prerequisite for managerial success in many global organizations, irrespective of the language of the headquar- ters country. For example, Yong Nam, CEO of LG, recently stipulated that English would be required throughout the company. He explained: English is essential. The speed of innovation that is required to compete in the world man- dates that we must have seamless communication. We cannot depend on a small group of people who are holding the key to all communication throughout the world. That really impedes information sharing and decision making. I want everybody's wisdom instead of just a few 6 Sigismundus W. W. Lubsen, the former president and CEO of Quaker Chemical Corporation, is a good example of today's cosmopolitan executive. Born in the Netherlands and educated in Rotterdam as well as New York, Lubsen speaks Dutch, English, French, and German. He recalled, "I was lucky to be born in a place where if you drove for an hour in direction, you were in a different country, speaking a different language. It made me very comfortable travel- ing in different cultures."? PepsiCo's Indra Nooyi is also bilingual (see Exhibit 17-2). Table 17-1 shows additional examples of corporate leaders who are not native to the headquarters country. OPEPSI Trikana # Kerry Peckter, "The Foreigners Are Coming." International Business (September 1993), p. 53. Evan Ramstad, "CEO Broadens Vistas at LG," The Wall Street Journal (May 21, 2008), pp. B1, B2. Kerry Peckter, "The Foreigners Are Coming," International Business (September 1993), p. 58. Exhibit 17-2 Indra Nooyi, chair and chief executive of PepsiCo, is faced with rising commodity prices and weak demand for carbonated soft drinks in the United States. Despite these threats, Nooyi believes the snack-and- beverage giant's current strategy is on track. In recent quarters, the strongest results have come from PepsiCo's fast- growing international division Snack sales are particularly strong in Mexico and Russia, international sales volume for beverage brands is also increas ing, particularly in the Middle East, Argentina, China, and Brazil. Source: Manish Swarup/AP Images
TABLE 17-1 Who's in Charge? Executives of 2015 Company (Headquarters Country) 3M (United States) ABB (Switzerland) Chrysler (United States) Dow Chemical (United States) Eastman Kodak (United States) Electrolux (Sweden) Molton Brown (Great Britain) Monsanto (United States) Nippon Sheet Glass (Japan) Nissan Motor (Japan) PepsiCo (United States) Reckitt Benckiser (Great Britain) Sony (Japan) Wolters Kluwer NV (Netherlands) Executive/Nationality Position Inge G. Thulin (Sweden) CEO Joe Hogan (United States) CEO Sergio Marchionne (Italy) CEO Andrew Liveris (Australia) CEO Antonio Perez (Spain) Chairman and CEO Keith McLoughlin (United States) CEO Amy Nelson-Bennett (United States) CEO Hugh Grant (United Kingdom-Scotland) Chairman, CEO, and President Craig Naylor (United States) President and CEO Carlos Ghosn (Brazil) Chairman, President, and CEO Indra K. Nooyi (India) GEO Rakesh Kapoor (India) CEO Chairman Howard Stringer (United Kingdom-Wales) Nancy McKinstry (United States) Chairman and CEO Generally speaking, Japanese companies have been reluctant to place non-Japanese nation- als in top positions. For years, only Sony, Mazda, and Mitsubishi had foreigners on their boards. Recently, some Japanese companies have made hiring and promotion decisions aimed at in- creasing the diversity of top-management ranks. For example, Didier Leroy recently became the most-senior non-Japanese executive at Toyota; an American, Julie Hamp, is the company's first Western female senior executive. Similarly, after Renault SA bought a 36.8 percent stake in Nissan Motor, the French company installed a Brazilian, Carlos Ghosn, as president. An outsider, Ghosn moved aggressively to cut costs and make drastic changes in Nissan's structure. He also introduced two new words into Nissan's lexicon: speed and commitment. Ghosn's turnaround effort was so successful that his life story and exploits have been celebrated in Big Comic Story, a comic that is popular with Japan's salarymen. Leadership and Core Competence Core competence, a concept developed by global strategy experts C. K. Prahalad and Gary Hamel, was introduced in Chapter 16. In the 1980s, many iness executives were assessed on their ability to reorganize their corporations. In the 1990s, Prahalad and Hamel believed instead that executives would be better judged on their abilities to identify, nurture, and exploit the core competencies that make growth possible. Simply put, core competence is something that an organization can do better than its competitors. Prahalad and Hamel note that a core competence has three characteristics: • It provides potential access to a wide variety of markets. It makes a significant contribution to perceived customer benefits. It is difficult for competitors to imitate. Few companies are likely to build world leadership in more than five or six fundamental competencies. In the long run, an organization derives its global competitiveness from its abil- ity to bring high-quality, low-cost products to market faster than its competitors. To do this, an organization must be viewed as a portfolio of competencies rather than as a portfolio of busi- nesses. In some instances, a company has the technical resources to build competencies, but key "Kana Inagaki, "Rise of Leroy Signals Toyota's Global Goals." Financial Times (June 19, 2015), p. 17. "Norihiko Shirouzu. "U-Turn: A Revival at Nissan Shows There's Hope for Ailing Japan In (Nov The Wall Street Journal 16, 2000), pp. A1, A10. See also Todd Zaun. "Loo Up in the Sky! It's Nissan's Chief Executive!" The Wall Street Journal (December 27, 2001), p. Bl.
CHAPTER 17 LEADERSHIP ORGANIZATION, AND CORPORATE SOCIAL RESPONSIBILITY 553 Position/Title Global Chief Marketing Officer Vice President of Worldwide iPod Product Marketing Chief Marketing and Commercial Officer Executive Vice President-Global Marketing Global GM Marketing Operations Leader Global Chief Marketing Officer Global Chief Marketing Officer Global Chief Brand Officer Global Marketing Officer Global Chief Marketing Officer Global Chief Marketing Officer Executive Vice President, Warner Music International Worldwide Chief Marketing Officer TABLE 17-2 Responsibility for Global Marketing Company (Headquarters Country) Executive Amway (United States) Candace Matthews Apple (United States) Greg Joswiak Coca-Cola (United States) Joseph Tripodi Stephen Odell Ford (United States) General Motors (United States) Tim Mahoney Levi's (United States) Rebecca Van Dyck Mare Menesguen L'Oréal (France) McDonald's (United States) Kevin Newell Procter & Gamble (United States) Marc Pritchard SAP AG (Germany) Martin Homlish Starbucks (United States) Warner Music (United States) Annie Young-Scrivner John Reid Muktesh Pant Yum! Brands (United States) executives lack the vision to do so. Sometimes the vision is present, but is rigidly focused on existing competencies even as market conditions are changing rapidly. For example, in the early 2000s Jorma Ollila, then chairman of Finland's Nokia, noted. "Design is a fundamental building block of the [Nokia] brand. It is central to our product 10 The chairman was creation and is a core competence integrated into the entire company. right-10 years ago. Design did help Nokia secure its position as the worldwide leader in hand- set sales. However, Apple's introduction of the game-changing iPhone in 2007 caught Nokia off guard. Nokia clung to its proprietary Symbian operating system even as smartphones running Google's Android operating system exploded in popularity. Nokia responded by launching new. mid-priced smartphone models; in addition, new CEO Steven Elop announced an alliance with Microsoft to develop new phones using Windows OS. Despite such changes, however, by early 2011 Nokia was issuing profit warnings. In 2014, Microsoft acquired Nokia's handset bust and Elop was named executive vice president of the newly formed Devices Group. ess Nokia's reversal of fortune at the hands of Apple and Google underscores the fact that today's executives must rethink the concept of the corporation if they wish to operationalize the concept of core competencies. In addition, the task of management must be viewed as building both compe- tencies and the administrative means for assembling resources spread across multiple businesses. Table 17-2 lists some of the individuals responsible for global marketing at select companies. 11
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File C:/Users/ASUS/OneDrive/Documents... Q Boya Final... Favorites EGO Chinese ##... to Case 17-1 at the end of the chapter. responsibility. (17-1) Leadership Global marketing demands exceptional leadership. As noted throughout this book, the hallmark of a global company is its capacity to formulate and implement global strategies that leverage worldwide learning, respond fully to local needs and wants, and draw on the talent and energy of every member of the organization. This daunting task requires global vision and sensitivity to local needs. Overall, the leader's challenge is to direct the efforts and creativity of everyone in the company toward a global effort that best utilizes organizational resources to exploit global opportunities. As Carly Fiorina, former CEO of Hewlett-Packard, said in her 2002 commence- ment address at the Massachusetts Institute of Technology: Leadership is not about hierarchy or title or status: It is about having influence and master- ing change. Leadership is not about bragging rights or battles or even the accumulation of 549 550 PART 5 STRATEGY AND LEADERSHIP IN THE TWENTY-FIRST CENTURY wealth; it's about connecting and engaging at multiple levels. It's about challenging minds and capturing hearts. Leadership in this new era is about empowering others to decide for themselves. Leadership is about empowering others to reach their full potential. Leaders can no longer view strategy and execution as abstract concepts, but must realize that both elements are ultimately about people. An important leadership task is articulating beliefs, values, policies, and the intended geo- graphic scope of a company's activities. Using the mission statement or similar document as a reference and guide, members of each operating unit must address their immediate responsi- bilities and at the same time cooperate with functional, product, and country experts in differ- ent locations. However, it is one thing to spell out a vision and another thing entirely to secure commitment to it throughout the organization. As noted in Chapter 1, global marketing further entails engaging in significant business activities outside the home country. This means an ex- posure to different languages and cultures. In addition, global marketing involves the skillful ap- plication of specific concepts, insights, and strategies. Such endeavors may represent substantial change, especially in U.S. companies with a long tradition of a domestic focus. When the "go global" initiative is greeted with skepticism, the CEO must be a change agent who prepares and motivates employees. Former Whirlpool CEO David Whitwam described his own efforts in this regard in the early 1990s after he had approved the acquisition of Royal Philips Electronics' European home appli- ance division: When we announced the Philips acquisition, I talked with our people, explained why it was so important. Most opposed the move. They thought, "We're spending a billion dol- lars on a company that has been losing money for 10 years? We're going to take resources we could use right here and ship them across the Atlantic because we think this is becom- ing a global industry? What the hell does that mean?"2 Jack Welch encountered similar resistance at GE: "The lower you are in the organization, the less clear it is that globalization is great," he said. As Paolo Fresco, a former GE vice chairman, explained: To certain United States: Intro...
In addition to "selling" their visions, top management at Whirlpool, GE, Nokia, Boeing. Tata Group, and other companies face the formidable task of building a cadre of globally oriented managers. Similar challenges face corporate leaders in all parts of the world. For example, Uichiro Niwa, former president of Japan's ITOCHU Corp., took steps to ensure that more of the trading company's $115 billion in annual transactions were conducted online. He also radically changed the way he communicated with employees and began relying more on e-mail, a practice that until recently was virtually unknown in Japan. He also convened face-to- face meetings and conferences with employees to solicit suggestions and to hear complaints. This too represented a dramatic change in the way some Japanese companies were being led: traditionally, low-level employees were expected to accept the edicts of top management with- out questioning them. Carleton "Carly" S. Fiorina, Commencement Address, Massachusetts Institute of Technology, Cambridge, MA, June 2. 2002. See also "It's Death If You Stop Trying New Things, Financial Times (November 20, 2003), p. 8. William C. Taylor and Alan M. Webber. Going Global: Four Entrepreneurs Map the New World Marketplace (New York: Penguin Books USA, 1996), p. 12. Noel M. Tichy and Stratford Sherman, Control Your Destiny or Someone Else Will (New York: HarperBusiness, 1994). p. 227. Robert Guth, "Facing a Web Revolution, a Mighty Japanese Trader Reinvents Itself." The Wall Street Journal (March 27, 2000), p. B1 551 CHAPTER 17 LEADERSHIP, ORGANIZATION, AND CORPORATE SOCIAL RESPONSIBILITY Top Management Nationality Many globally minded companies realize that the best person for a top management job or board position is not necessarily someone born in the home country. Speaking of U.S. companies, Christopher Bartlett of the Harvard Business School has noted: Companies are realizing that they have a portfolio of human resources worldwide, that their brightest technical person might come from Germany, or their best financial manager from England. They are starting to tap their worldwide human resources. And as they do, it will not be surprising to see non-Americans rise to the top. The ability to speak foreign languages is one difference between managers born and raised in the United States and those born and raised elsewhere. For example, the U.S. Department of Education has reported that 200 million Chinese children are studying English; by contrast, only 24,000 American children are studying Chinese! Fluency in English is a prerequisite for managerial success in many global organizations, irrespective of the language of the headquar- ters country. For example, Yong Nam, CEO of LG, recently stipulated that English would be required throughout the company. He explained: English is essential. The speed of innovation that is required to compete in the world man- dates that we must have seamless communication. We cannot depend on a small group of people who are holding the key to all communication throughout the world. That really impedes information sharing and decision making. I want everybody's wisdom instead of just a few. Sigismundus W. W. Lubsen, the former president and CEO of Quaker Chemical Corporation, is a good example of today's cosmopolitan executive. Born in the Netherlands and educated York Lubren speaks Dutch English, French, and German. He
WTH TOT DC surprising to set non-Americans rist to un top. The ability to speak foreign languages is one difference between managers born and raised in the United States and those born and raised elsewhere. For example, the U.S. Department of Education has reported that 200 million Chinese children are studying English; by contrast, only 24,000 American children are studying Chinese! Fluency in English is a prerequisite for managerial success in many global organizations, irrespective of the language of the headquar- ters country. For example, Yong Nam, CEO of LG, recently stipulated that English would be required throughout the company. He explained: English is essential. The speed of innovation that is required to compete in the world man- dates that we must have seamless communication. We cannot depend on a small group of people who are holding the key to all communication throughout the world. That really impedes information sharing and decision making. I want everybody's wisdom instead of just a few 6 Sigismundus W. W. Lubsen, the former president and CEO of Quaker Chemical Corporation, is a good example of today's cosmopolitan executive. Born in the Netherlands and educated in Rotterdam as well as New York, Lubsen speaks Dutch, English, French, and German. He recalled, "I was lucky to be born in a place where if you drove for an hour in direction, you were in a different country, speaking a different language. It made me very comfortable travel- ing in different cultures."? PepsiCo's Indra Nooyi is also bilingual (see Exhibit 17-2). Table 17-1 shows additional examples of corporate leaders who are not native to the headquarters country. OPEPSI Trikana # Kerry Peckter, "The Foreigners Are Coming." International Business (September 1993), p. 53. Evan Ramstad, "CEO Broadens Vistas at LG," The Wall Street Journal (May 21, 2008), pp. B1, B2. Kerry Peckter, "The Foreigners Are Coming," International Business (September 1993), p. 58. Exhibit 17-2 Indra Nooyi, chair and chief executive of PepsiCo, is faced with rising commodity prices and weak demand for carbonated soft drinks in the United States. Despite these threats, Nooyi believes the snack-and- beverage giant's current strategy is on track. In recent quarters, the strongest results have come from PepsiCo's fast- growing international division Snack sales are particularly strong in Mexico and Russia, international sales volume for beverage brands is also increas ing, particularly in the Middle East, Argentina, China, and Brazil. Source: Manish Swarup/AP Images
TABLE 17-1 Who's in Charge? Executives of 2015 Company (Headquarters Country) 3M (United States) ABB (Switzerland) Chrysler (United States) Dow Chemical (United States) Eastman Kodak (United States) Electrolux (Sweden) Molton Brown (Great Britain) Monsanto (United States) Nippon Sheet Glass (Japan) Nissan Motor (Japan) PepsiCo (United States) Reckitt Benckiser (Great Britain) Sony (Japan) Wolters Kluwer NV (Netherlands) Executive/Nationality Position Inge G. Thulin (Sweden) CEO Joe Hogan (United States) CEO Sergio Marchionne (Italy) CEO Andrew Liveris (Australia) CEO Antonio Perez (Spain) Chairman and CEO Keith McLoughlin (United States) CEO Amy Nelson-Bennett (United States) CEO Hugh Grant (United Kingdom-Scotland) Chairman, CEO, and President Craig Naylor (United States) President and CEO Carlos Ghosn (Brazil) Chairman, President, and CEO Indra K. Nooyi (India) GEO Rakesh Kapoor (India) CEO Chairman Howard Stringer (United Kingdom-Wales) Nancy McKinstry (United States) Chairman and CEO Generally speaking, Japanese companies have been reluctant to place non-Japanese nation- als in top positions. For years, only Sony, Mazda, and Mitsubishi had foreigners on their boards. Recently, some Japanese companies have made hiring and promotion decisions aimed at in- creasing the diversity of top-management ranks. For example, Didier Leroy recently became the most-senior non-Japanese executive at Toyota; an American, Julie Hamp, is the company's first Western female senior executive. Similarly, after Renault SA bought a 36.8 percent stake in Nissan Motor, the French company installed a Brazilian, Carlos Ghosn, as president. An outsider, Ghosn moved aggressively to cut costs and make drastic changes in Nissan's structure. He also introduced two new words into Nissan's lexicon: speed and commitment. Ghosn's turnaround effort was so successful that his life story and exploits have been celebrated in Big Comic Story, a comic that is popular with Japan's salarymen. Leadership and Core Competence Core competence, a concept developed by global strategy experts C. K. Prahalad and Gary Hamel, was introduced in Chapter 16. In the 1980s, many iness executives were assessed on their ability to reorganize their corporations. In the 1990s, Prahalad and Hamel believed instead that executives would be better judged on their abilities to identify, nurture, and exploit the core competencies that make growth possible. Simply put, core competence is something that an organization can do better than its competitors. Prahalad and Hamel note that a core competence has three characteristics: • It provides potential access to a wide variety of markets. It makes a significant contribution to perceived customer benefits. It is difficult for competitors to imitate. Few companies are likely to build world leadership in more than five or six fundamental competencies. In the long run, an organization derives its global competitiveness from its abil- ity to bring high-quality, low-cost products to market faster than its competitors. To do this, an organization must be viewed as a portfolio of competencies rather than as a portfolio of busi- nesses. In some instances, a company has the technical resources to build competencies, but key "Kana Inagaki, "Rise of Leroy Signals Toyota's Global Goals." Financial Times (June 19, 2015), p. 17. "Norihiko Shirouzu. "U-Turn: A Revival at Nissan Shows There's Hope for Ailing Japan In (Nov The Wall Street Journal 16, 2000), pp. A1, A10. See also Todd Zaun. "Loo Up in the Sky! It's Nissan's Chief Executive!" The Wall Street Journal (December 27, 2001), p. Bl.
CHAPTER 17 LEADERSHIP ORGANIZATION, AND CORPORATE SOCIAL RESPONSIBILITY 553 Position/Title Global Chief Marketing Officer Vice President of Worldwide iPod Product Marketing Chief Marketing and Commercial Officer Executive Vice President-Global Marketing Global GM Marketing Operations Leader Global Chief Marketing Officer Global Chief Marketing Officer Global Chief Brand Officer Global Marketing Officer Global Chief Marketing Officer Global Chief Marketing Officer Executive Vice President, Warner Music International Worldwide Chief Marketing Officer TABLE 17-2 Responsibility for Global Marketing Company (Headquarters Country) Executive Amway (United States) Candace Matthews Apple (United States) Greg Joswiak Coca-Cola (United States) Joseph Tripodi Stephen Odell Ford (United States) General Motors (United States) Tim Mahoney Levi's (United States) Rebecca Van Dyck Mare Menesguen L'Oréal (France) McDonald's (United States) Kevin Newell Procter & Gamble (United States) Marc Pritchard SAP AG (Germany) Martin Homlish Starbucks (United States) Warner Music (United States) Annie Young-Scrivner John Reid Muktesh Pant Yum! Brands (United States) executives lack the vision to do so. Sometimes the vision is present, but is rigidly focused on existing competencies even as market conditions are changing rapidly. For example, in the early 2000s Jorma Ollila, then chairman of Finland's Nokia, noted. "Design is a fundamental building block of the [Nokia] brand. It is central to our product 10 The chairman was creation and is a core competence integrated into the entire company. right-10 years ago. Design did help Nokia secure its position as the worldwide leader in hand- set sales. However, Apple's introduction of the game-changing iPhone in 2007 caught Nokia off guard. Nokia clung to its proprietary Symbian operating system even as smartphones running Google's Android operating system exploded in popularity. Nokia responded by launching new. mid-priced smartphone models; in addition, new CEO Steven Elop announced an alliance with Microsoft to develop new phones using Windows OS. Despite such changes, however, by early 2011 Nokia was issuing profit warnings. In 2014, Microsoft acquired Nokia's handset bust and Elop was named executive vice president of the newly formed Devices Group. ess Nokia's reversal of fortune at the hands of Apple and Google underscores the fact that today's executives must rethink the concept of the corporation if they wish to operationalize the concept of core competencies. In addition, the task of management must be viewed as building both compe- tencies and the administrative means for assembling resources spread across multiple businesses. Table 17-2 lists some of the individuals responsible for global marketing at select companies. 11