Emerald
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Acting versus thinking: A debate between Tom Peters and Michael PorterIncreasingly, managers are harried by rapidly accelerating technological changes, globalization, and new competitors. How can they cope with the mercurial environments their firms are facing today? Should they stop wasting precious time thinking strategically and instead concentrate on action? Should they forget about careful pre‐planning and use their energy to try enough different approaches so some will surely succeed? Has strategizing as we know it become obsolete in today's chaotic environment?
Emerald - Tập 20 Số 2 - Trang 36-43 - 1992
Colorful chemicals cuts its lossesThis case is based on the author's experience with a real corporate problem. All names are fictional and the company's business has been disguised. Although all numbers have been changed to preclude identification of the real company, financial ratios have been retained and the case recounts actual events and relationships.
Emerald - - 1987
Briefing line executives about strategic planningHow does a corporate planner respond when line executives show an interest in information concerning strategic planning? It is not necessary to employ a team of creative writers to “reinvent the wheel”; a judicious selection of recently published articles is an excellent way to familiarize executives with the problems, commitment, and terminology associated with planning.
Emerald - Tập 4 Số 5 - Trang 30-31 - 1976
Miracles for feeding multitudesThe coming world struggle for food will be closely interwoven with inflation, with naked political power, with oil, with horrifying, excruciating choices for America, with basic challenges for science, with changing weather systems, and with desperately needed capital formation. Its outcome is not clear, yet the future economic and political power of North America, and, in the longer run, the survival of mankind, are tied up in it. At its root is population growth.
Emerald - - 1977
DEC protects market share by joint venturing with ITTWhen a unit of DEC establishes a strategic alliance in Europe with key customer ITT to combat a competitor, the venture proves difficult to manage.
Emerald - Tập 19 Số 5 - Trang 16-26 - 1991
Profile of the corporate planner updatedThis article is based on a survey of chief corporate planners conducted in 1981. It updates selected data included in the authors' 1979 and 1980 surveys (see Planning Review, January 1980 and November 1980) and provides new data about additional aspects of planning. The survey was conceived and sponsored by Johnson, Smith & Knisely, Inc., executive search consultants. It was designed and conducted by Stuart Matlins Associates, Inc., management consultants. Copies of the full report are available for $50.00 from Johnson, Smith & Knisely, Inc., 275 Madison Avenue, New York, N.Y. 10016.
Emerald - - 1982
Triển vọng mới cho đầu tư trong môi trường lạm phát khan hiếm Dịch bởi AI Mặc dù suy thoái kinh tế toàn cầu hiện tại đã làm giảm sự quan tâm đến vấn đề đủ cung ứng, nhưng đây vẫn là một vấn đề dài hạn. Chắc chắn rằng hiện nay hàng tồn kho đang được bán ra và giá nguyên liệu thô đang giảm, nhưng khi nhìn về phía trước đến năm 1976, có khả năng xảy ra một tình trạng mà cầu đang áp lực chống lại giới hạn năng lực. Trong quá khứ, nó thường được chấp nhận rằng các công ty nên mở rộng năng lực của họ trước khi có sự gia tăng về cầu (và, nếu có thể, trước khi đối thủ cạnh tranh mở rộng năng lực của họ). Cách tiếp cận này hiện đang được tranh luận, như một phần của việc chất vấn rộng hơn về một số hướng dẫn mà thường được các nhà quản lý và điều hành doanh nghiệp tuân theo.
Emerald - - 1975
Continental Groups postmortemContinental Group's brief epic bout of restructuring did not deter a takeover. Diverse views of the complex story are presented: First, the analysis of the corporation's planning consultant, Mike Davidson; the CEO makes his case to a forum of security analysts; and analysts and the financial press render their judgment.
Emerald - Tập 13 Số 3 - Trang 18-35 - 1985
Long‐range planning is not for everyoneSince the turn of the century management researchers, among others, have exhorted business firms to plan for their future. To us it seems obvious that the greater a firm's commitment to long‐range planning, the greater are its chances for survival and success. Most managers and executives “know” that this is so — they do not have to perform lengthy and costly research on planning to support so obvious a truism. Nonetheless, we did a research study of long‐range planning in the motor freight industry to find out whether long‐range planning is a necessity for every company in the industry. It also asks if there is a boundary condition that differentiates between those companies that must plan continually, plan occasionally, or not engage in long‐range planning at all. If there is such a boundary, what variables go into making it up? Are the variables controllable or uncontrollable? Can a model be devised that incorporates these variables? The answers to these questions can point the industry toward more efficient and effective use of its scarce resources.
Emerald - - 1978
Cash flow planningThe results of recent surveys of businesses indicate that cash flow is the single most important problem they face. The business press has noted that “cash‐flow planning is one of the more difficult and vulnerable areas in business management,” and that “businessmen can't understand why…they [are] running out of cash.” In fact, it's safe to suggest for companies of any size that cash is the lifeblood of the firm, and that a company's cash‐planning practices can be a critical early warning device of impending financial trouble.
Emerald - Tập 15 Số 6 - Trang 38-44 - 1987
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