Table of contents
The troubled strategic‐business‐advice industry: why it's failing decision makers
Stan Abraham, Robert J. AllioThe authors call attention to the rising customer dissatisfaction with the strategic‐business‐advice industry. Looking at each segment they find that some aspect of its business…
Managing webmavens: relationships with sophisticated customers via the internet can transform marketing and speed innovation
Alistair Davidson, Jonathan CopulskyA new player has emerged to influence the buying behavior of customers – the webmaven. Marketers and product developers must take in account that webmavens now have a huge…
The pricing opportunity: discovering what customers actually value
Krishnakumar Davey, Paul Markowitz, Nagi JonnalagaddaCompanies cannot capture the full profit potential of their products and services until their managers understand the ideal price points and width of the price range for each…
Creating strategic advantage with dynamic scenarios
Audrey Schriefer, Michael SalesThe authors illustrate how the Dynamic Scenario Learning Process works in practice.
Futuring and visioning: complementary approaches to strategic decision making
Stephen M. MillettThe purpose of this article is to clarify the difference between futuring and visioning and to suggest how they may be better implemented as complementary approaches to strategic…
Banking 2015: a classic strategy battle of scale vs focus
Kimberly Hedley, John White, Cormac Petit dit de la Roche, Sunny BanerjeaThis article examines the trends that will likely define the future of the retail banking industry in the next decade and the strategic imperatives for success.
ISSN:
1087-8572Renamed from:
Planning ReviewOnline date, start – end:
1996Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridMerged from:
The AntidoteEditor:
- Mr Robert Randall