Geographic management allows global companies to sense, analyze, and respond to the needs of different national markets. Business management capabilities with global product respon¬sibilities help MNCs achieve global efficiency and integration. These managers can facilitate manufacturing rationalization, product standardi¬zation, and low-cost global sourcing. Functional management capabilities are needed to builds and transfers core competencies across a global organization.
Successful global companies do not treat different businesses, functions, and subsidiaries similarly. They systematically differentiate tasks and responsibilities. Instead of seeking organizational clarity by basing relation¬ships on dependence or independence, they build and manage interdependence among the different units of the companies. And instead of consider¬ing control their key task, they search for complex mechanisms to coordinate and co-opt the differentiated and interdependent organiza¬tional units into sharing a vision of the company’s strategic tasks.
Independent units risk being attacked one-by-one by competitors whose coordinated global approach gives them two important strategic advantages – the ability to integrate research, manufacturing, and other scale efficient operations, and the opportunity to cross subsidize the losses from battles in one market with profits generated in other markets. On the other hand, foreign operations totally dependent on a central unit must deal with problems reaching beyond the loss of local market responsiveness.
地理管理让全球企业感知，分析，和不同国家市场的需求作出回应。企业管理能力与全球产品受访¬sibilities帮助跨国公司实现全球效率和整合。这些经理可以促进生产合理化，产品standardi¬zation，和低成本的全球采购。都需要建立一个全球性组织的核心竞争力跨越传输功能的管理能力。
成功的全球企业不要把不同的业务，职能及附属公司类似。他们系统区分任务和职责。组织的清晰度，而不是寻求依赖或独立的关系¬船为基础，建立和管理的公司的不同单位之间的相互依存。而不是考虑¬的控制他们的关键任务，他们寻找复杂的机制来协调和增选的差异和相互依存的组织¬周志武单位到公司的战略任务共享的愿景。
独立单位冒着被袭击了一个由竞争对手的全球协调一致的方法，为他们提供了两个重要的战略优势 – 整合能力的研究，制造，和其他规模的高效运作，并有机会交叉补贴从战斗在一个市场的损失在其他市场产生的利润。另一方面，国外的业务完全依赖于一个中央单位必须处理问题，达到超出当地市场响应的损失。
