Global Products
For many years, product management was done on a centralized level across nations, with close collaboration across disciplines. Today's model incorporates some of these past practices but also integrates a more regional approach to generate greater efficiencies, facilitate flexibility, and utilize local expertise. Companies must evaluate the pros and cons of standardized products vs. products that have been customized to address local tastes and preferences. For example, Coca-Cola and Pepsi use the same products and ingredients in all markets. However, McDonald's varies their menus to meet cultural variations and local tastes. Read this summary and the sections for more insight into strategies taken by different organizations in global markets.
Global Product Development
Globalization pressures have changed the practice of product development (PD) in many industries in recent years. Rather than using a centralized or local cross-functional model, companies are moving to a mode of global collaboration in which skilled development teams dispersed around the world collaborate to develop new products. Today, a majority of global corporations have engineering and development operations outside of their home region. China and India offer particularly attractive opportunities: Microsoft, Cisco, and Intel all have made major investments there.
The old model was based on the premise that colocation of cross-functional teams to facilitate close collaboration among engineering, marketing, manufacturing, and supply-chain functions was critical to effective product development. Colocated PD teams were thought to be more effective at concurrently executing the full range of activities involved, from understanding market and customer needs through conceptual and detailed design, testing, analysis, prototyping, manufacturing engineering, and technical product support and engineering. Such colocated concurrent practices were thought to result in better product designs, faster time to market, and lower-cost production. They were generally located in corporate research and development centers, which maintained linkages to manufacturing sites and sales offices around the world.
Today, best practice emphasizes a highly distributed, networked, and digitally supported development process. The resulting global product development process combines centralized functions with regionally distributed engineering and other development functions. It often involves outsourced engineering work as well as captive offshore engineering. The benefits of this distributed model include greater engineering efficiency (through utilization of lower-cost resources), access to technical expertise internationally, more global input to product design, and greater strategic flexibility.