Handbook of Business Strategy: Volume 1 Issue 1

Category:

Strategy

Table of contents

E‐Business: From Evolution to Revolution

Charles R. Rieger

E‐business is evolving in three waves. Which wave is your company surfing?

How E‐Commerce Is Transforming Business Processes

Michael Keating, Philip D. Metz, Curtis Holcomb, Martha Nicholson, David L. Jones, James A. Welch

Are you taking advantage of all the ways e‐commerce is transforming four key business processes—product development, manufacturing, supply chain management, and customer service?

Don't Be Fooled by the Promise of Easy E‐Commerce

Chris Wood

Interactive Web sites are only the beginning. Formulating a potent and holistic integration strategy with vital back‐end systems is the key to true long‐term e‐commerce viability.

Are You a World‐Class E‐Business Competitor?

Cary Serif

Five points separate the best from the rest.

A Five Point Strategy for Cybermarket Success

Richard Fouts

Here is a strategy framework that will broaden your vision, retain your customers, and ultimately improve the return on your e‐commerce investments.

Successful E‐Commerce: Achieving Synergy

Karen A. Berger, Jeanine Meyer

There's more to running a Web page than creating its design and choosing its color. You must address consumer and business behavior issues as well.

E‐BUSINESS STRATEGIES: The Benefits of Web‐Enabled Applications

Janet Wylie

Using Y2K compliance as a starting point, NCR established a standard IT infrastructure that's consistent for all its offices worldwide.

Teaching Dinosaurs to Fly: The Role of the Chief E‐Commerce Officer

Reginald Foster

As e‐commerce capability becomes more and more integral to business success, a new executive is stepping in to lead the way.

E‐BUSINESS STRATEGIES: Launch Your E‐Business with the Right People in the Right Jobs

Mark Pinsley

You may have the technology to turn your traditional business into an e‐business. But do you have the people—and do you know what to do with them?

Dotting the “I” in the Internet

Terence Mullin

Enterprise information portals and report‐based information management solutions can provide easy and cost‐effective presentation of information of any kind, especially…

Getting Your Arms Around a Knowledge Management Project

Dale Neef

What if you were suddenly promoted to chief knowledge officer‐do you know what your first step would be?

Competing on Knowledge

Michael H. Zack

If knowledge management programs are to build lasting value, they must directly support the competitive strategy of the organization.

Knowledge Management: An Engine for Innovation

Ashok B. Boghani

Knowledge management has become a vital engine for innovation. Here's how several firms have adopted the mindset, tools, and behaviors to make it work for them.

An Atlas for Knowledge Innovation

Debra M. Amidon, Darius Mahdjoubi

To migrate from traditional business planning, which confines itself to analyzing the current situation, to planning an innovation strategy, which incorporates innovation…

Optimizing Your Knowledge Management Investments

Bart J. Van Dissel

The key to making wise investments in knowledge management tools and technologies lies in how you approach the challenge of building a knowledge management system.

Knowledge: The True Return on Information Technology

Saeed Mohasseb

Knowledge is the single most important competitive advantage an organization can have. But it's often not clear how to effectively obtain and share it.

The Management of Intellectual Property Risks

Melvin Simensky, Lisa A. Small

Intellectual property owners put themselves at a competitive disadvantage if they rely only on traditional insurance policies to manage risk.

STRATEGIC PLANNING: The Real Meaning of Strategy

Robert Jonas

Strategy has become a catch‐all term in today's business world. It's time to rediscover the basics of what strategy is and isn't.

Revolution and Innovation: The New Strategic Planning

Linda Yates, Peter Skzarzynski

Here are a few daring, innovative companies that were willing to question the fundamental business model which may have brought them success in the first place.

Six Sigma: Perfection Is Possible in Meeting Customer Needs

Joseph A. DeFeo

Think your company is too small to implement Six Sigma? Or that it doesn't have the statistical analytical capabilities, or that it doesn't produce products or services…

Building a High‐Performance Product Development Machine

Roger Connors, Tom Smith

Speed‐to‐market is not just a buzzword. It is a belief and a behavior. Here's how to get your people to act in ways that achieve high speed‐to‐market.

Time and Strategy

David R. Preston

The way in which organizations encourage individuals to make time investment decisions can influence internal culture and morale, improve individual and group performance…

The Decentralization Controversy

N. Dean Meyer, Raymond J. Terlaga

Despite the popularity of decentralization, decentralized functions tend to lag in innovation, take longer to complete projects, deliver mediocre quality, sacrifice…

Strategic Thinking in Hyper‐Competitive Markets

Bernard Boar

To meet the demands of hyper‐competition, you need to take a new approach to strategic thinking.

Corporate Political Competitive Analysis

Richard A. Mcgowan, John F. Mahon

Managers can use political and social industry analysis in concert with competitive analysis to improve overall organizational performance.

How Organizational Culture Affects Strategic Tools

Enrique Claver, Juan Llopis, José L. Gascó

Culture has a great influence on a firm's—or product's—life cycle and experience curve. Here's how.

Mergers and Acquisitions: The Human Factor

Jerie McArthur

It's not always easy to predict how people will react to a merger, but it's harder to salvage a merger when you're unprepared for those reactions.

Successful Post‐Merger Integration: Realizing the Synergies

Nils Bohlin, Eliot Daley, Sue Thomson

No matter how deeply you cut costs after a merger, if you don't assess and plan for the cultural changes, your merger is likely to fail.

IT: Critical in Achieving Rapid ROI from M&As

James Ingle

Nearly 60 percent of companies do not achieve the expected business value from mergers and acquisitions. But executives who consider IT early in the planning process…

M&A: Strategies for Being Acquired Successfully

Gabor Garai

In today's overheated M&A market, yesterday's rules are out the window. Here are some new rules to help you stand out in a crowd.

Do Yon Have the Right Measures?

James W. Cortada

While large corporations have metrics experts, most managers do not need skills of that order. What they need is a clear understanding of how measurements affect the…

The Balanced Scorecard: Does It Answer the Tough Questions?

Karen Colteryahn, Patty Davis

A scorecard is only as good as the measures you choose to include in it. Here's how one company determined the right measures and made its scorecard work.

Rethinking Value in the Knowledge Economy

Verna Allee

The emerging business model of value creation includes both social and environmental capital as well as human, structural, and customer capital.

Performance and Stock Options: Oil and Water?

James A. Knight

Increasingly popular, stock options may reward managers more for investors' expectations of future performance than for current performance.

Finding Your Company's Path to Prosperity

R.J. Bannister, Ravin Jesuthasan

Here's a measurement framework that challenges the status quo and links strategies and activities to create shareholder value.

Leading the Boundaryless Organization

Ron Ashkenas

Leaders of today's organizations need a zest tor uncertainty, a passion for ferment, and a focus on short‐term results.

Conoco's Leadership Development Program

David J. Nelson, Evan W. Flower

Conoco's Trailblazer™ Program, a “corporate university,” integrates personal development with individual and company business goals.

The Fast‐Track Approach to Changing Organizational Culture

William E. Hagerup

Despite the difficulties, leaders can change corporate cultures—and relatively quickly. The difference between years of frustrated preaching and rapid cultural change is…

Your Vision May Be 20/20, But Do Your Employees Need Glasses?

Bud Bilanich

It's not enough for leaders to have a vision. They need to know how to help everyone in the company see it.

Creating and Communicating a Vision

Louis J. Volpano

Minimize the resistance to your vision by using the right tools to influence behavior within the organization.

If You Want to Improve Your Company, Get Out

Peter W. Nauert

…of your office, that is. Here are some tips for reaching your employees, your sales force, your customers, and your industry peers.

Real‐Time Process Change Fuels High‐Level Business Benefits

David Bloodsworth

By capturing and applying knowledge to processes on a real‐time basis—rather than collecting and housing information in a repository and analyzing it after the…

The Dynamics and Economics of Channel Marketing Systems

Frank Lynn

Understanding the economics and dynamics of channel marketing systems is the keystone to implementing successful channel marketing strategies.

Naked in the Sunlight

Michael Rosenbaum

In the Internet age, what you may consider your corporate secrets are exposed for all to see. To protect your privacy, decide what your secrets really should be‐and…

MANAGEMENT: Catch Falling Stars

Robert Donaldson, Barbara Folb

Using tools such as mentoring or coaching, a company can help rescue falling stars from problems that can jeopardize their—and in turn the company's—success.

Your People Face Big Changes‐Measure Their Resistance

Don Harrison

By measuring employees' resistance to change during the planning phase of change management, you can avoid stumbling blocks during the implementation.

The Components of a Real Estate Strategy

Jim Clarke, Skip Orr

Here's how one bi‐coastal company expanded its operations to meet its considerable growth spurt.

ISSN:

1077-5730

Online date, start – end:

2000 – 2006

Copyright Holder:

Emerald Publishing Limited