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Winning Asian strategies
For the past few years, managers around the world have been told that companies should focus on narrow slivers of business, go asset light, and globalize. The authors of this piece tested the relevance of that advice for leading Asian companies, whose managers appear to be somewhat skeptical about it.
The take-away: The findings? The top value creators in Asia followed at least one of the recommended approaches: expanding internationally to capture global opportunities; picking a narrow market sliver and building scale, not a conglomerate; and using intangibles such as human capital, network effects, and brands and reputation.
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© 1992-2003 McKinsey & Company, Inc
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