Developing in China: beer industry fell flat whilst Kodak is picture‐perfectStrategic Direction - Tập 18 Số 7 - Trang 15-18 - 2002
>We have reached an age where globalization has become the key driver for growth. “Globalize or die!” is the cry heard from organizations across the planet. But this is easier said than done. Many businesses are aware of the need to expand, but less sure of where they should grow into. Markets such as the USA, Europe and Australia are already saturated by all kinds of products and services, leaving few gaps and little potential for high profit margins. And although many developing countries have the need for such products and services, they simply do not have the spending power to make them a viable option.
Successful product differentiation strategiesStrategic Direction - - 2010
PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.
Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
FindingsIn the 1980s, leading US food manufacturing firms could easily differentiate products using branding strategies supported by significant advertising expenditures. However, branded food manufacturers are now facing a different environment from previous decades.
Practical implicationsThe paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.
Social implicationsThis paper is of value to brand managers and leaders who wish to gain a better understanding of the motives for innovation and leadership
Originality/valueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.
The “where” not “how” of leadershipStrategic Direction - Tập 20 Số 6 - Trang 33-35 - 2004
When it comes to leadership, companies that systematically and continuously put the right leaders in the right jobs outperform companies that don’t – by a wide margin. Despite this profound observation, the subject of leadership still does not warrant the attention it deserves. Granted, there is no shortage of literature on the need for better business leadership in general, but there is little to explain what it really takes to make it happen.
Taking control when CSR is all at seaStrategic Direction - - 2009
PurposeThe purpose is to understand how Wilh. Wilhelmsen Shipping Company defines CSR, the developmental experiences of the leaders toward CSR, and to identify strategies, policies and practices implemented to support CSR.
Design/methodology/approachAs part of a larger CSR research project on European‐based companies practicing CSR, the authors explore the depth and integration of CSR throughout the Wilh. Wilhelmsen Shipping Company, which has its headquarters in Norway.
FindingsThere was interest and energy for developing or finding appropriate ways to measure the benefits of social initiatives that are as robust as the current environmental measures, so as to build a business case (in addition to a moral case) for this aspect of 3BL.
Originality/valueThe authors concede that they did not learn much about how individuals came to value CSR, although clearly many did. For the most part, people saw protecting the environment and taking care of people as natural activities, both for ordinary citizens and corporate organizations.
Closing the PLM loopStrategic Direction - - 2008
PurposeThis paper reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.
Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
FindingsClosed‐loop product lifecycle management (PLM), is a new principle that is gradually taking hold in the engineering world. The idea is to continuously gather data on the condition and performance of a product throughout its life and use that information to predict its remaining lifetime, possibly extend the overall product life, cut maintenance costs, lessen the impact on the environment through more effective reuse and recycling and ultimately improve the design of future products. In Europe, this concept is being developed through PROMISE, an EU‐funded project bringing together 25 partners in nine countries.
Practical implicationsProvides strategic insights and practical thinking that have influenced some of the world's leading organizations.
Originality/valueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.
