Journal of Business Strategy

1993 Journal of Business Strategy

doi: 10.1108/eb039549

As a recent piece in The Economist noted, there is remarkably little agreement these days about just what constitutes business strategy. Is it matching resources with opportunities, or is it setting goals that push well beyond the corporate envelope Is it limiting or liberating Competitive or combative On the edge or on the shelf

Voss, Bristol; B.V.,

1993 Journal of Business Strategy

doi: 10.1108/eb039550

When strategic planners at 3MCanada get together for a planning session, a staff artist joins them. When executives at Northern Telecom sit down to a strategic session, the notetakers are busy doodling.

1993 Journal of Business Strategy

doi: 10.1108/eb039551

From Keeping the U.S. Computer Industry Competitive Systems Integration, a 1992 colloquium report by The Computer Science and Telecommunications Board Commission on Physical Sciences, Mathematics, and Applications, published by The National Academy of Science in Washington, U.C. The NAS is a private, nonprofit society of distinguished scholars engaged in scientific and engineering research.

Herring, Jan P.

1993 Journal of Business Strategy

doi: 10.1108/eb039552pmid: 10126458

Consider this scenario A company's vice president for R&D had just given an exciting talk on what the firm believed would be the next major technological innovation in its businessone that would establish the company as the industry's technological leader and lay the groundwork for a marketing plan to introduce a new system based on that technology next year. But during a Q&A session, a manager from the Far East commented that his firm had also investigated such an approach and had found that the technology could be produced.

Davidson, Kenneth M.

1993 Journal of Business Strategy

doi: 10.1108/eb039553

We need to rethink the government regulations and managerial assumptions that influence our largest businesses. During the ReaganBush years, undiluted free market economics brought disaster. An economic boom based on a consumerled borrowing binge transformed America from the world's largest creditor nation to the world's largest debtor nation with balanceofpayments problems that are still ballooning. Our national debt grew while our biggest firms, which form our industrial base, declined.

Sinclair, Stuart

1993 Journal of Business Strategy

doi: 10.1108/eb039554

Last year was a busy year for pricers. American Airlines made a muchpublicized bid to simplify the industry's price structure. Procter & Gamble announced that it would drastically simplify its U.S. pricing system and eliminate much of the clutter of coupons, stocking incentives, and discounts. IBM and others announced several new software pricing approachessuch as modifiedtiered and hybrid pricingthat were intended to deal with the proliferation of channels through which their products are now sold and to better reflect the different levels of use that different customers get from an application. In Brussels, the European Commission EC was considering the findings of a report confirming many people's anecdotal impression Price differentials across Europe are hugeas much as 100 for some electronic capital goods and pharmaceuticals, for example.

Want, Jerome H.

1993 Journal of Business Strategy

doi: 10.1108/eb039555

As the traditional mainstays of American business have collapsed around them, companies have begun searching for ways to become more competitiveand to stay alive.

Willey, David

1993 Journal of Business Strategy

doi: 10.1108/eb039556pmid: 10126459

Competition, consolidation, and couponing have made consumers savvier and brand loyalty shakier. As a result, nurturing the allimportant brand demands a new level of creativity and an increased attention to strategy. Often it means a closer look at logos and package design.

Heenan, David A.

1993 Journal of Business Strategy

doi: 10.1108/eb039557

China's entry into the economic big leagues is full of obstacles, but with onefifth of the world's population now champing at capitalism's bit, the opportunities for strategicminded businesses are boundless.

Patterson, Marvin L.

1993 Journal of Business Strategy

doi: 10.1108/eb039558pmid: 10126460

Defining the right product at the right moment is important. But how long it takes to develop and introduce that product can have a dramatic impact on both customer satisfaction and ROI. Here's a metaphorical approach to streamlining the process.