Journal of Business Strategy

Hodock, Calvin L.

1990 Journal of Business Strategy

doi: 10.1108/eb060078

Each year, the American Marketing Association recognizes new product excellence with the Edison Awards, named after not surprisingly Thomas Alva Edison. The recipients represent the best new products of the previous year based on the vote of 250 leading marketing and advertising executives recruited by AMA. These products, primarily in consumer electronics, package goods, and automotive segments, are chosen based on their innovation and marketplace success.

Klivans, Jane M.

1990 Journal of Business Strategy

doi: 10.1108/eb060079

Developing new products that become a financial success is a challenge for anyone, regardless of the industry. But for those in the service sector, and particularly the financial services industry, getting a new and successful product to market can seem particularly daunting. There are a number of reasons for this.

Phillips, Derwyn F.

1990 Journal of Business Strategy

doi: 10.1108/eb060080

Segmenting a market by developing a specific product for each niche has proven to be a strategy that can increase the odds for success. It has worked well for the Gillette Company, especially in its major profit margin category razors and blades.

Mitsch, Ronald A.

1990 Journal of Business Strategy

doi: 10.1108/eb060081

Innovation is important to most companies, but it is our lifeblood at 3M. We like to keep innovation coming from all directions by developing new technologies and new applications for them, by assessing customer needs, and by anticipating market trends in all areas in which we operate.

Hiam, Alexander

1990 Journal of Business Strategy

doi: 10.1108/eb060082pmid: 10107418

How do you assess the quality of your planning tools One approach is to look at the validity of the assumptions underlying them. Some of the most basic assumptions of planners are no longer valid reexamining strategic myths helps ferret out those tools that need updating.

Shaffer, Richard A.

1990 Journal of Business Strategy

doi: 10.1108/eb060083

In the debate over a suitable response to global economic competition, the United States has largely confined itself to two optionsa fullscale, MITIlike industrial policy or a continuation of the current entrepreneurial freeforall. While Washington has been paralyzed for years as the ideologues kick solutions back and forth between these two poles, industry has discovered a middle ground strategic investing.

Bronikowski, Karen

1990 Journal of Business Strategy

doi: 10.1108/eb060084

Corporations that continue to downsize through attrition or staff cuts have a fundamental problem. How can they muster the resources to maintain their competitive edge and bring new products quickly and profitably into the marketplace The solution Eliminate company walls and borders to encourage change.

Dennis, Alan R.; Nunamaker, J.F.; Paranka, David; Vogel, Douglas R.

1990 Journal of Business Strategy

doi: 10.1108/eb060085

Thirtyone senior and middlelevel managers from BurrBrown Corporation, a multinational electronics manufacturer, held a threeday meeting to evaluate the one and fiveyear strategic plans of each of the firm's eight divisions.

Lynn Shostack, G.

1990 Journal of Business Strategy

doi: 10.1108/eb060086

In these days of churn and turnover, a new group of entrepreneurs has appeared on the scene. I call them the Formers. They are former presidents, former directors, and former senior officers of very large companies who, for one reason or another, are at liberty.

Davidson, Kenneth M.

1990 Journal of Business Strategy

doi: 10.1108/eb060087

The fall of Michael Milken, Drexel Burnham and Lambert, and the junk bond market has a familiar ring. In his book Money, John Kenneth Galbraith introduces us to banking with the following sobering thoughts As banking developed from the seventeenth century on, so, with the support of circumstance, did the cycles of euphoria and panic. Their length came to accord roughly with the time it took people to forget the last disasterfor the financial geniuses of one generation to die in disrepute and be replaced by new craftsmen who the gullible and the gulled could believe had, this time but truly, the Midas touch.