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Save Ideas Ltd is an Australia-based company and Internet portal for free and instant double protection of intellectual property (ideas of innovators and anyone), one with the Time Certificate stamp and another one based on blockchain technology. Blockchain protection is being upgraded by Initial Coin Offering (ICO) with process of issuing own crypto tokens for the expansion of Save Ideas and at the same time for funding the most promising registered ideas. Process of ICO as the way of financing will be presented in the case of Save Ideas in this chapter.

Learning outcomes are eliminating usual options for a turnaround, understanding how organizations can respond to adverse industry /market changes through cost and productivity management, managing strategic cost control turnaround deployed across a company, turning a huge threat into an opportunity and the role of leadership in driving strategic cost management and importance of internal communication and buy-in for a successful implementation.

Ashok Leyland Ltd. is the 2nd largest manufacturer of commercial vehicles in India, the 4th largest manufacturer of buses in the world and the 12th largest manufacturer of trucks globally. Vinod Dasari joined this company in 2005, and since 2011, he has been the MD and CEO of the company. This case is about restaging of this company that commenced in the year 2013 when the company was heading toward a loss for the very first time in its 65 plus years of history. Ashok Leyland was heaving under its own weight, saddled with overheads, grappling with intense competition from old and new players and struggling to become agile and meet the new challenges in the market. A potential loss of up to Rs 750 crores (US$123m) looked inevitable. The challenges were that major structural changes were required and the company needed not only a transformational change but also a surgery. The company had to come up with savings of Rs 750 crores (US$123m) annually to avoid making losses. The projection of 54,000 unit sales volumes be achieved. Internal communication and buying in by all employees. This case outlines the path chosen by Dasari to restage, turn around, overcome the challenges and deal with employee resistance.

This study is applicable for MBA programs in business strategy, strategic marketing, international marketing and BBA programs in business strategy, strategic marketing and international marketing.

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CSS 11: Strategy.

Addresses the vital issue of effective meetings in today′s organizations. Compares and contrasts the differences between using traditional brainstorming and electronic brain‐storming (EBS) in meetings. An analysis of EBS and its uses will furnish organizations with an insight of this powerful technology. Groups usually meet in order to generate ideas, to share information, and to initiate action. These group meetings may not always be effective. Frequently the discussion will bypass the focal points of the meetings or members will be apprehensive as to how other members will perceive their ideas. Recommends that organizations utilize EBS, for this technology can improve group effectiveness and communication.

The Productivity Oversight Committee of Norfolk, Va., recognizes a good idea when it sees one. An award was given to the Norfolk Public Library, where the children's department had proposed saving $18,000 by buying a rotating collection of story hour books, sending the kits to the library's 11 neighborhood branches, instead of purchasing multiple copies. In recognition, the library was given a ten percent bonus of $1,800 to help implement the idea.

Contends that in order to be successful with many quality improvement techniques ‐ such as TQM, empowerment, re‐engineering and continuous improvement ‐ it is vital that employees be able to articulate their ideas and inquiries. An atmosphere that facilitates and encourages brainstorming will enhance employees’ desire and ability to articulate their viewpoints. Elaborates on the importance of this aspect of employee empowerment and also addresses implementation issues.

Education News is one of several information bulletins produced by the library at Trent Polytechnic. It contains references to articles in newspapers and journals on topics of interest in further education, higher education, and adult education. DES (Department of Education and Science) press releases are also included. About fifty copies of the bulletin are produced fortnightly. It is intended as a current awareness service for senior people in the Polytechnic administration and the departments, but it goes to people outside the Polytechnic as well, and half the recipients are librarians or information officers involved in some way with education.

I was invited by Sandra Peart and David Levy to take part in the Summer Institute held from 26 to 30 July 2004 at George Mason University. After some discussion I agreed to give two lectures, on my project on the use of the concept of the invisible hand and on the theory of economic policy of Lionel Robbins and Friedrich Hayek, and to participate in a public “conversation” with James M. Buchanan before the same group. Subsequently, I accepted Buchanan's invitation to have a videotaped private interview by him.

Social media bring about the imagery of people, places and products. Showing particular success in attracting women and millennials, these media (e.g. Instagram, Snapchat and Pinterest) are built around imagery consumption. This paper follows a qualitative theory building approach to extend the theory of consumption values and develop a framework based on the values social media deliver to consumers that explain their use outcomes.

The framework was analytically developed based on a review of the literature. In contrast to frameworks such as stimulus-organism-response (S-O-R), the framework proposes that people consume social media to maximize relevant values, namely, the aesthetic, social and learning value. Then, a study based on semi-structured interviews is performed to elaborate on the values and their undertakings.

The paper defines the consumption’s aesthetic value and underscores it as a focal driver of social media use and a key concept in social commerce. Data analysis suggests that aesthetic value engenders such responses as consumer’s inspiration, infinity sensation and habitual entertainment. Additional drivers of social media users are social and learning values. The social value engenders self-expression and social privacy, whereas the learning value engenders resourcefulness and parallel shopping.

This paper stipulates that people consume (i.e. use) social media to maximize relevant values, which, in turn, result in two groups of responses (inner and outer responses). The framework indicates that the relevant values mediate the relation between a stimulus (e.g. social media use) and response (e.g. entertainment, inspiration and behavioral intent). It highlights the centrality of aesthetic value in digital marketing and social commerce environments. The framework, thus, contrary to S-O-R, views the consumer as a maximizer of values rather than (a) processor of emotional and cognitive rejoinders.

Research results concerning the cost‐saving potential of international sourcing have been ambiguous and the topic has been covered in isolation without accounting for influences of alternative cost‐saving approaches. This paper aims to analyze the expected financial impact of international sourcing in relation to savings potential attributed to other sourcing tactics, such as, e.g. collaborative product improvement. Furthermore, the paper tests for potential trade‐offs between different levers.

Data stem from results of 134 cross‐functional cost‐saving workshops using an identical methodology. Workshop participants identified and estimated cost‐saving projects considering seven sourcing levers. Results were recorded in a standardized way and analyzed scrutinizing secondary data.

Contrary to other studies, data revealed that international sourcing projects averaged 3.4 percent savings expectations. More than 80 percent of total savings potential was attributed to other sourcing levers, such as pooling of demand or process improvement. Results highlight possible trade‐offs between international sourcing and, e.g. joint product optimization.

A rigorous and strict, highly standardized method was employed and data were validated via cross‐functional team discussions, however, ex ante expectations instead of ex post realized savings are analyzed.

Findings give guidance on the importance of international sourcing compared to other levers and help to correct the misconception of international sourcing as a “purchasing panacea.” The findings highlight the need to develop a coherent sourcing strategy for specific commodity groups, including reinforcing tactics and avoiding trade‐offs.

For the first time, explicitly cost‐savings expectations from international sourcing have been analyzed together with other cost‐saving levers concerning relative importance and possible trade‐offs among them.