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The purpose of this paper is to evaluate the efficiency of Algerian banks and examine the effects of explanatory factors on their performance.

In this paper, a methodology of two-stage network data envelopment analysis (DEA) is used to explore the efficiency of a sample of 13 Algerian banks during the 2013–2017 period. In the first stage, the network DEA is used to assess the overall and stages efficiencies. In the second stage, the partial least squares (PLS) regression is conducted to determine the potential effects of explanatory factors on stages efficiency.

The main empirical results indicate that Algerian banks need an efficiency improvement in both stages. The overall efficiency of the Algerian banking system improves over the study period. The deposit producing efficiency is positively affected by bank size and bank age. The revenue earning efficiency is negatively associated with bank size and bank age. The domestic banks are more efficient than foreign banks in the deposit producing stage and the foreign banks are more efficient than domestic banks in the revenue earning stage.

The results might be used as guidelines for both managers and policymakers in order to improve banks and banking system performance.

To the best of our knowledge, this study is the first that uses the DEA in investigating the efficiency of Algerian banks by dividing the overall efficiency into deposit producing and revenue earning efficiencies. Unlike most studies that have usually used OLS regression, Tobit regression and bootstrapped truncated regression, this study is the first in the bank efficiency literature that uses PLS regression to investigate the potential effect of explanatory variables on deposit producing and revenue earning efficiencies.

Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in their efforts to develop and market new products. Looks at the issues from different strategic levels such as corporate, international, military and economic. Presents 31 case studies, including the success of Japan in microchips to the failure of Xerox to sell its invention of the Alto personal computer 3 years before Apple: from the success in DNA and Superconductor research to the success of Sunbeam in inventing and marketing food processors: and from the daring invention and production of atomic energy for survival to the successes of sewing machine inventor Howe in co‐operating on patents to compete in markets. Includes 306 questions and answers in order to qualify concepts introduced.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

Differentiation and revenue growth have heretofore been the focus of marketing practice in large Western companies. That focus is unlikely to work well as growth slows in aging Western markets and volume growth comes from more price sensitive emerging markets. Successful companies will need to deliver not just better products, but better value for money. That will require integrating marketing and operational choices to achieve greater cost-effectiveness. Pricing professionals are uniquely positioned to facilitate that integration and thus to become more involved in defining a profitable strategic focus for their companies. To fulfill that role, they will need to define and target market segments that reflect not just differences in growth potential and “unmet needs,” but also each segment’s “strategic fit” with the firm’s capabilities.

This case investigates how a nonprofit can analyze its earned revenue potential. What changes would be required for the organization's current business units to start making a positive financial contribution? What other opportunities to expand its earned‐income efforts exist, and how should they be prioritized? What would it take to implement the new ventures, and how could the nonprofit guard against undertaking initiatives that would subtract more from the organization – in dollars and staff time – than they could possibly add?

A team of consultants from Bridgespan worked with VolunteerMatch, the largest web‐based volunteer‐matching service in the country, to study how to make its earned revenue ventures generate income for the organization and support its mission.

VolunteerMatch's work on earned income helped it to move forward with its financial goals, and also to strengthen its social mission.

VolunteerMatch is a small, talent rich nonprofit with a staff that is comfortable innovating internet‐based products and services. Expanding the study to include a variety of nonprofits would provide a better indication of the viability of an earned income strategy in this sector.

VolunteerMatch now derives 38 percent of its revenue from its earned income activities, decreasing its reliance on contributions.

Few detailed studies exist of the development of earned income operations in nonprofits. This one serves as a guide to best practices for organizations considering this strategy.

The purpose of this study is to investigate the pricing strategies for knowledge payment products, taking into account the quality level of pirated knowledge products, in the context of platform copyright supervision.

This study abstracts the knowledge payment transaction process and aims to maximize producer's revenue by constructing a pricing model for knowledge payment products. It discusses pricing strategies for knowledge payment products under two scenarios: traditional supervision and blockchain supervision. The analysis explores the impact of pirated knowledge products quality level and blockchain technology on pricing strategies and consumer surplus, while providing threshold conditions for effective strategies.

Deploying blockchain technology in platform operations can significantly reduce costs and increase efficiency. In both scenarios, knowledge producer needs to balance factors such as the quality of pirated knowledge products, the supervision level of platform, and consumer surplus to dynamically adjust pricing strategies in order to maximize his own revenue.

This study enriches the literature on the pricing models of knowledge payment products and has practical significance in guiding knowledge producer to develop effective pricing strategies under copyright supervision.

Public libraries are taking on business ventures that involve the selling of products and services. Most common are food services but these are primarily for customer and staff convenience rather than profit as they generally earn less than 0.25 percent of a library’s operating budget. The real income is in services, as in managing libraries at other institutions (Martin Library, York, PA), which earns nearly half of the library’s operating budget, or services such as issuing passports, and establishing a virtual university (Palm Springs Public Library, Palm Springs, CA) which are estimated to earn 15 to 20 percent of the library’s operating budget. In considering business ventures libraries should pay attention to the following considerations ‐ the library’s mission, its capability, the financial impact, legal aspects, community relations value, and professional and ethical issues.

Strategy.

MBA level. The case can be used primarily for the following courses: strategic management, competitive strategy. It can also be used for courses on: international business, international business environment, business marketing.

Intense competition and a turbulent economic environment posed problems for Infosys, a leading information technology (IT) company in India. Infosys lost market share and its second position in the IT industry to Cognizant. An adverse economic environment affected its clients' IT spending and introduced severe price-based competition in the market. Infosys' business model operated on charging price premium from clients, and the company never compromised on its margins. The company was forced to revaluate, as outsourcing, the main revenue earner for Infosys was experiencing commoditization, and other players were willing to compromise on margins. The Indian IT industry had moved up the value chain and competitors were offering consulting services, where there was huge scope for differentiation. Infosys did not have the requisite resources to compete in this domain. Decline in share prices, negative investor sentiments, downward revision of revenue guidance targets, loss of large clients, higher attrition rates, and visa problems in the US market (Infosys earned more than 60 percent revenues from this market) added worries for the company. In response to these challenges, Infosys initiated Strategy 3.0, wherein the company planned to move up the value chain and offer consulting services and other high-end solutions to clients. This was a shift from its predominantly outsourcing-based revenue model. The company acquired Lodestone to hasten implementation of Strategy 3.0. Initial analysis, however, suggested that Infosys was merely aping Cognizant's well-established strategy. Infosys also needed to tackle perceptual issues regarding its competencies.

The instructor can use this case to facilitate the understanding of: the impact of an intensely competitive environment on a company's strategy, how changes in the competitive landscape and business environment can erode sources of competitive advantage for an incumbent, the impact of a client's business environment on the vendor's business, the concept of value chain and analyze how companies in an industry move up in the value chain, the concept of business model, and how environmental changes can impact a hitherto robust business model of a company, evolution of business model over a period of time with changes in the business environment, the internal conflict between ideals and values versus revenues and market share for a company, key resources and capabilities that shape the differential advantage for an IT company, designing and implementing strategic solutions, the evolution of the Indian IT industry.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Four management capabilities for successfully operationalizing open innovation are: strategy and culture, ecosystem capability, internal capability and technology enablement. Surveying more than 1,000 executives on current open innovation practices and capabilities, IBM IBV was able to identify how the different operating model capabilities interact and complement each other to drive better innovation and business performance.

To help organizations build and improve their open innovation capabilities, the IBM Institute for Business Value (IBV) partnered with APQC to develop the Ecosystem-Enabled Innovation Maturity Model (EEIMM) - an open standards model encompassing four domain competencies required for successful open innovation. To assess the maturity and benchmark the performance of organizations’ open innovation capabilities, the IBV, in collaboration with Oxford Economics, used the EEIMM to survey over 1000 leaders responsible for open innovation at their organizations.

Four management capabilities for successfully operationalizing open innovation are: strategy and culture, ecosystem capability, internal capability and technology enablement. IBV analysis found that organizations that are more advanced in developing the four building blocks see significantly better performance across key financial and innovation metrics.

For every dollar of investment, the proportion of direct revenue attributed to open innovation is four times higher than for traditional innovation.

Leading organizations are embracing open innovation as a critical component of innovation strategy and investment. They recognize that adopting open innovation yields far greater returns than traditional innovation can. Recent research by the IBM Institute for Business Value (IBM IBV) reveals, for example, that as many as 84 percent of executives now view open innovation as important for their organization’s future growth.