Journal of Business Strategy

Winkleman, Michael

1995 Journal of Business Strategy

doi: 10.1108/eb039670

There's nothing that gets a magazine editor's heart racing as quickly as a trend. Even on a bimonthly, where breaking news is rarely an issue, finding a trend to hone in on is not just a perk of the jobit is the job.

1995 Journal of Business Strategy

doi: 10.1108/eb039671

Accuracy is only part of the planner's mission the other is knowing what to forecast in the first place. The best way to improve some forecasts, it seems, is to eliminate them.

1995 Journal of Business Strategy

doi: 10.1108/eb039672

Every year thousands of doctoral theses and white papers are published every month tens of thousands of research reports and databased projections are released and every day new information and studies are added to the overwhelming tar pit of available data, facts, and figures. Many bits of information are immensely useful. Other research seems impenetrably arcane. Who could possibly begin to plow through them, unlocking the pearls that lie within

Rarick, Charles A.; Vitton, John

1995 Journal of Business Strategy

doi: 10.1108/eb039673

Few things have been better documented over the past decade than the decline of formalread big and heavilystaffedstrategic planning departments. Recently, however, there seems to be a planning renaissance of sorts with smaller, streamlined departments cropping up in U.S. companies see The New Lean Planning Machine Business Strategy, JulyAugust 1994. Now there are some new data that are guaranteed to warm the downsized, downtrodden hearts of corporate planners everywhereespecially those looking to keep those seedling departments alive. The results of some recent research by the authors of this piece suggest that a key aspect of strategic planninggetting senior executives to agree on, and put into writing, a definition of the purpose and scope of the companycan actually translate into profits.

Kelley, Bill

1995 Journal of Business Strategy

doi: 10.1108/eb039674

Despite books, courses, lectures, panels, and a lot of hand wringing, business ethics remains a vague and troublesome area, primarily because no one can quite figure out what it is. Is ethics making sure no laws are broken while conducting business Expense accounts honestly reported Strategies planned that take their effects on employees, customers, and the communities into account

Boar, Bernard

1995 Journal of Business Strategy

doi: 10.1108/eb039675

Why waste time and money on modern consultants when you can go right to the source Sun Tzu and Machiavelli, those seers of old, had a lot to say on strategic planning, and much of still holds true.

Gates, William H.

1995 Journal of Business Strategy

doi: 10.1108/eb039676

Last year more than 25 million personal computers, 15 million fax machines, and nearly as many cellular phones were purchased by businesses and individuals worldwide. They are in our offices and homes, and we use them every day. They are indispensable tools.

Wiesendanger, Betsy

1995 Journal of Business Strategy

doi: 10.1108/eb039677

U.S. corporations spend about 22 billion a year on therapy for employeesincluding counseling for senior strategists. Here's a look at what this new tool is doing in the executive suite.

Cummings, Rob

1995 Journal of Business Strategy

doi: 10.1108/eb039678

In the past year, SKI Ltd. has snowballed into the largest ski resort company in North Americaunder the guiding hand of strategist Hank Lunde. As COO and president, however, Lunde not only helps to plan acquisitionshe implements corporate strategy on a daytoday basis.

1995 Journal of Business Strategy

doi: 10.1108/eb039679

MANY BUSINESS OWNERS RELY ON THEIR CPAs FOR ADVICE. IF you're like that, be warned accountantclient communications are not protected as confidential. Information you divulge about your business, thinking that it won't go any further, could end up in the hands of the IRS. Although professional standards for CPAs prohibit them from volunteering client information, the federal government does not recognize communications between accountants and their clients as privileged. Thus, if the IRS were to mandate certain information about your business from your CPA, he or she would be legally required to share what he or she knows via written andor oral testimony.