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In his new book Better, Simpler Strategy: A Value-Based Guide to Exceptional Performance, Felix Oberholzer-Gee offers business leaders and strategists guidance on a basic…
In his new book Better, Simpler Strategy: A Value-Based Guide to Exceptional Performance, Felix Oberholzer-Gee offers business leaders and strategists guidance on a basic idea: unless an initiative creates value for customers, employees or suppliers, it is a waste of time and resources.
In this interview with S&L contributing editor Brian Leavy, Prof. Felix Oberholzer-Gee explains: “All you need to ask is, ‘Can my organization create differentiated value, can we raise customer willingness-to-pay (WTP) or lower employee and supplier willingness-to-sell (WTS)?’”.
Value-based strategy is “back-to-basics” in the sense that the approach insists on value creation as the foundation for every activity in the business.
A comprehensive understanding of employees’ work lives is likely to reveal many chances to create value.
The interview explains why and how firms should seek to exceed expectations where it counts, and sustain excellence by diverting resources from lower-ranked value drivers.
The purpose of this paper is to provide a systematic comparison of the level of business diversification in China and eight other large economies for the 2001‐2005 period…
The purpose of this paper is to provide a systematic comparison of the level of business diversification in China and eight other large economies for the 2001‐2005 period. The reasons why publicly listed Chinese firms are more diversified than companies elsewhere are investigated.
Data were collected on the number of business segments in which publicly traded companies operate from the Thomson One Banker database and analyzed using non‐parametric tests and regression analysis.
The mean number of business segments per firm varies significantly by country. Notably, there is no evidence in the authors' sample that emerging‐market companies are systematically more diversified than their developed‐market counterparts. In most countries, firms have become less diversified over time. However, there is no such trend in China. The level of diversification of Chinese enterprises does not vary over the authors' study period (2001‐2005), making Chinese firms the most diversified in the sample by 2005. China's growth rate does not seem to explain the higher level of firm diversification. However, the authors find that Chinese state‐owned enterprises (SOEs) diversify their operations more aggressively than other Chinese firms.
Ownership data and business group affiliations were not available for all firms in the sample, making it difficult to control for these effects across economies. The study's findings are limited to publicly traded firms.
Government involvement in SOEs may be contributing to a divergence in the pattern of business diversification between China and other economies.
This paper quantifies anecdotal evidence that Chinese firms are more diversified than similar firms in other countries.