The task of the global strategist is to build a platform of capabilities derived from the resources, experiences and innovations of units operating in multiple locations, to transplant those capabilities wherever (_26_), and then to systematically upgrade and renew them – ahead of the competition.

Apple is a outstanding case of a company whose unique capabilities give it a worldwide (_27_) advantage, particularly with respect to its ability to build platforms from a product base that integrates functional and (_28_) design. Apple has been able to leverage and exploit its California-based design and marketing advantages successfully throughout the world. IKEA is another such case. The do-it-yourself furniture and housewares company first developed a compelling set of capabilities to design, manufacture and (_29_) furniture at low cost and sell it in a novel way in Sweden. Later, IKEA successfully (_30_) this formula in many other countries.

By contrast, Telefónica, a Spanish telecommunications company that is now the world’s fifth largest telecom by (_31_), first developed its special advantage abroad. In 1989 and 1990, Telefónica had the opportunity to enter Chile and Argentina, countries that shared many institutional and cultural characteristics with its home country but that were (_32_) more rapid market reform. Throughout the 1990s, Telefónica took what it learned in Chile and Argentina about reconstructing former state-owned telecoms to other Latin American countries that were privatizing their state telecoms and deregulating their telecom markets.

These examples might lead the reader to believe that creating a global advantage is an easy task. But many other (_33_) of expensive failed experiments suggest that creating a lasting global advantage actually requires a great deal of (_34_) and operational finesse （技巧）. Our research suggests that global winners typically create and sustain their international presence through a systematic process of (_35_) , renewing and enhancing their core capabilities.