In Making the Most of Foreign Factories by Kasra Ferdows (Notes)

* Not tapping into the full potential of foreign factories * Only engross them for benefit of tariffs and trade concessions, cheap labor, etc. * Some companies do pulmonary tuberculosis them to full potential and gain exponentially from it. * Use them for the previous reasons mentioned, nevertheless as well as to get ratiocinationr to their customer and suppliers, to attract skilled and talenterd employees, and ca-ca centers of expertise for the entire company. The answer for why these two approaches lies in the managers hands, which they drive answered a simple yet fundamental question How can a factory located outside a companys inhabitation country be used as a competitive artillery unit not only in the markets that ir directly serves but also in every market served by the company? * Ex. Some managers put ont consider manufacturing to be a source of competitive advantage, they forget establish factories with a narrow strategic scope, which they provide those factories w ith limited resources. In contrast if they dothen they will be productive and innovational by achieving many goals. Lower tariffs are causing foreign plants to close * Increase in sophistication of manufacturing and product ripening and the growing splendour of having world-class suppliers are causing more multinationals to place less furiousness on low wages. * Factories are being strategically placed in foreign countries where they can have the most advanced infrastructure and workers skills, earlier than in the areas that offer merely the lowest wages. * Companies are concentrating production and development in the same organization. * Servers companies * Moving horizontally across the matrix