SHORT TAKES2002 Journal of Business Strategy
doi: 10.1108/eb040212
Most of the CEOs of fastgrowing companies tracked by PricewaterhouseCoopers Trendsetter Barometer have a real affinity for numbers. More than seven in 10 Trendsetter CEOs say they focus on three types of financial and operating information, at least once a week
RealTime StrategyOliver, Richard W.
2002 Journal of Business Strategy
doi: 10.1108/eb040214
Last year I wrote a column about the potential for new rivals from outside companies' traditional competitive sets to mount surprise attacks. My key premise was that one of the old givens of strategy, that you know your industry boundaries, was fast falling by the wayside. The new strategic rule I suggested was There are no industry boundaries.
Theory in PracticeSmith, Michele; Hansen, Frederick
2002 Journal of Business Strategy
doi: 10.1108/eb040215
If you're having a crisis of confidence about your business strategy right now, that's probably a good thing. The new economy has had a profound effect on the nature of business strategy because it has changed the sources of sustainable aboveaverage returns. Michael Porter, a leading strategy thinker, characterizes the change as a movement from trying to be better than your competition to being different so that you can provide unique value.
ECommerceDurfee, Thea; Chen, George
2002 Journal of Business Strategy
doi: 10.1108/eb040216
Conducting commerce over the Internet has quickly become an integral part of modern business, and, arguably, the most important business topic of the last few years. However, while there is considerable pressure for companies to jump on the ecommerce bandwagon, there also are considerable disincentives. As we have seen, the investments are significant and mistakes costly and highly visible. One of the important lessons learned in the last year is that ecommerce is not for everyone.
MAPPING VALUE GROWTH IN COMPLEX PORTFOLIOSBalaban, Richard; Rothschild, Phyllis
2002 Journal of Business Strategy
doi: 10.1108/eb040222
RUNNING A LARGE, MULTIBUSINESS COMPANY HAS never been harder than it is today. For one thing, investors tend to accord higher multiples to pure play firms, in part because they understand what they're buying. In a 1998 study, for example, Raghuram Rajan, Henri Servaes, and Luigi Zingales found that the shares of highly diversified firms traded, on average, for almost 10 less than those of focused firms during the 1980s and early 1990s National Bureau of Economic Research Working Paper No. 6368.