Garrard Japan: Global or Local Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

Garrard Japan: Global or Local Case Study Help

The potential consequences posed by the flat world, represent the requirement by the theorists and other people to rethink about the difference that clearly states an alternate perspective about the strategic approach regarding the emergence of markets or globalization. (Officials, 2012)

Please discuss how Garrard S.A. has approached both globally and locally to the industry, based on your findings in Q.2.

Approach of Garrard

Since the establishment of the organization; the approach of Garrard with globalization was found to be associated with granting autonomy to the local managers, for an efficient management of the distribution’s disruptions. In terms of localization;Garrard’s headquarter relocated its line managers according to the track records for the management of local businesses. In contrast, the approach to globalization was through the development of robust national subsidiaries of the organization, i.e. sensitive to the opportunities represented by the local market and the adaption of products to meet the local needs from the rest of the world.

The consideration of the organization to reconfigure its product based on the local taste of the product,represented the multi-domestic view,such as: the concern about the culture.This is evident by the variation in the formulations, seasonings and local blends of the products with respect to the change in state. Whereas, the standardization of the metrics,i.e. the IBA initiative taken by Garrard allowed the organization to benchmark its position against the leading competitors in the industry, becausethe competition at global was primarily based on the practices, systems, third party contracts and data systems.

The ability to maintain the balance of local and global operations, wasdriven by the portfolio management tool which ensured the involvement of people in the organization’s future planning, i.e. irrespective regional locations. Garrard’s strategic approach relied on three major factors, which are: local sourcing, local manufacture and local distribution. For the delivery of products; it mainly used mobile food vendors. For the execution of the strategic approach; hierarchical and matrix structure werefollowed by the organization as individual units of strategic business.

Local manufacture was Garrard’s competitive advantage, which was realized during the Brexit crisis,i.e. around 90 percent of the product manufacturing was local. The entry-level jobs were also local. Thus, despite the global operations of the organization; majority of the organization’s operation were local. With respect to the world view; Garrard operates with the concept of both flat and multidomestic view.

Conclusion

According to the survey conducted and market analysis; it has been observed that globalization plays an important role in having low prices and better quality.Furthermore, according to the Japanese survey more than half of the respondents opted for MNEs in terms of research and development, local interest and environmental concerns.However, there must be strict scrutiny from local policymakers to eliminate the adverse effects. The development of new distribution channel tends to increase the transportation cost, followed by a significant decline in the products’ demand.

Although flat worldview is associated with the advancement in technological approaches, but there has been a significant loss in the employment rate, in the food industry.The approach to globalization was through the development of robust national subsidiaries of the organization, i.e. sensitive to the opportunities represented by the local market and the adaption of products to meet the local needs from the rest of the world. For the execution of the strategic approach; hierarchical and matrix structure were followed by the organization.............................

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