mmon things like culture, similar administrative issues such as free trade which has seen a boom in economic trade across regional countries over the past decades. According to the article, even the most successful multinational companies’ history is linked to their regions of origin.
There are five different approaches to this regional strategy namely: home based strategy, portfolio strategy which seeks to build a regional portfolio, the hub strategy which is concerned with building regional bases, platform strategy which is about customisation of products as well as the mandate strategy which focuses on specialisation of particular products to the other regions. If properly implemented, all these strategies can add a competitive advantage to the organisation given that they are mainly concerned with improving efficiency in manufacturing as well as trade among regions and ultimately global markets. Popular brands across the globe can be identified with their regions of origin. Thus, it can be noted that regions represent just one way of aggregating across borders to achieve greater efficiencies than would be achievable with a country-by-country approach which is one notable interesting part of this regional strategy.
What is interesting in reading this article is the fact business develops from grassroots level and it develops across regions until reaching a global stage. Most developed global businesses evolved from regional levels and they can be identified with their regions of origin. Indeed, I agree with this given that different products that are sold globally have traceable origins which can be linked to their regions.
However, one notable difficulty encountered from a critical reading of this article is that there is no universally agreed definition of what constitutes a region. A region can be intra-national or international and this distinction is not clearly defined in this context. It can be noted that some Japanese companies like Toyota are