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  • 2010-2014  (11)
  • 2012  (11)
  • Massachusetts Institute of Technology  (11)
  • Electronic books ; local  (11)
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  • 2010-2014  (11)
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  • 1
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Kyōsera Kabushiki Kaisha ; Industrial management ; Organizational effectiveness ; Electronic books ; Electronic books ; local
    Abstract: A persistent challenge for companies as they grow is how to maintain the high level of dynamism and employee commitment that drove success in the early days. Over the years, thoughtful managers and management theorists have formulated many approaches for dealing with the problem, all aimed at giving managers and employees more responsibility and accountability for the performance of their own profit centers. But the authors argue that few companies have taken things as far as Kyocera Corp. Headquartered in Kyoto, Japan, Kyocera produces a range of industrial ceramics, semiconductor components, electronics devices and information and telecommunications equipment. During its more than five decades in business, a key driver of Kyocera's growth and success, the authors say, has been its distinctive entrepreneurial culture, known internally as "amoeba management." Kyocera founder Kazuo Inamori developed the amoeba management system to help ordinary employees without any operations or finance backgrounds see how they can contribute to the success of the business. Within Kyocera, there are some 3,000 amoebas, most of which have between five and 50 employees. They are expected to operate independently and find ways of working with other amoebas to achieve profitable growth. Amoebas share their plans with senior managers at plantwide assemblies. Hourly efficiency is the primary measure of amoeba performance. The ratio allows management to make profitability comparisons across amoebas and time. The authors note that Kyocera's system is better suited for business environments characterized by intense competition and fast technological change, because companies in such environments require decentralized structures.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 2
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Leadership ; Business ; Electronic books ; Electronic books ; local
    Abstract: Author Mitroff opens his opinion piece with the question "Are you prepared to handle a mess?" In a period of rapid technological and business change, successful executives particularly need the ability to think critically - and to be aware that some of their most cherished assumptions may, at any point, be challenged or invalidated by changing events. Mitroff particularly focuses in his opinion piece on how business schools excel at teaching young managers well-structured models, theories and frameworks but need to spend more time helping their students surface, debate and test the assumptions underlying each model, theory or framework they are learning about. In this way, by developing students' critical thinking skills, universities would prepare young business leaders to succeed in a messy, uncertain world.
    Note: Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 3
    Online Resource
    Online Resource
    Cambridge, MA : MIT
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Consolidation and merger of corporations ; Corporate reorganizations ; Electronic books ; Electronic books ; local
    Abstract: Planning for post-merger integration typically focuses on operational issues, such as harmonizing product lines and financial and human resource information systems, and determining which employees are retained and which ones are let go. Attention is also paid to the identity of the merged enterprise in a superficial sense. The name of the acquirer may be retained, or a new logo may be created or a new name found. But for organizations to achieve the psychological synergies required to realize economic synergies from mergers and acquisitions, the authors argue that executives need to attend to a more complex, deeper set of identity issues. These issues define the essence of the entity and give employees a clear answer to the question "Who are we?" and external stakeholders a clear answer to the question "Who are they?" The first question refers to an organization's members' view of what makes it unique among all other organizations. The second question captures what external audiences believe is the essence of the organization. Left unattended, these deeper identity issues will diminish engagement and will inevitably affect the performance of the merged entity. Operational integration post-merger is a necessary but not sufficient condition for successful performance. Careful attention to identity integration is also essential for success. The authors argue that there is no "one best way" and that in fact there are four distinct paths that can be followed to achieve identity integration: assimilation, federation, confederation and metamorphosis. Each of these paths represents a particular combination of the answers to two questions that managers must confront in anticipation of a merger or acquisition: What should be done with the identities that the parties to the merger bring with them (in other words, their historical identities)? And how should a common identity for the future be built?
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 4
    Online Resource
    Online Resource
    Cambridge, MA : MIT
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Business logistics ; Industrial management ; Logistics ; Electronic books ; Electronic books ; local
    Abstract: Author Yossi Sheffi makes the argument that Logistics Clusters create jobs that are difficult to move offshore, and therefore lead to economic growth in multiple sectors. Logistics clusters are local networks of businesses that provide a wide array of logistics services, including transportation carriers, warehousing companies, freight forwarders and third-party logistics service providers. They also include the distribution operations of retailers, manufacturers (for both new products and aftermarket parts) and distributors. These clusters attract companies for whom logistics is a critical element of their service offering or a large part of their overall costs. In recent years, logistics clusters have received support and funding from regional and national governments all across the world seeking to promote economic growth. Logistics clusters have the ability to address several challenges many economies face, including the pressing need for good jobs, higher levels of foreign trade and infrastructure renewal. In addition to helping companies navigate global supply networks, logistics clusters can lead the way in sustainable transportation and energy-efficient storage and transportation operations. The author contends they are contributing to the efficiency of global supply chains and, in the process, increasing international trade and global trade flows.
    Note: Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 5
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Strategic planning ; Management ; Electronic books ; Electronic books ; local
    Abstract: The Chief Strategy Officer (CSO) is a comparatively new but increasingly important role in many organizations. To explore the role of the CSO, the authors conducted 24 interviews with CSOs at U.K. companies that are part of the FTSE 100 Index, across a number of industrial sectors. Secondary data - company reports, strategy documents and presentations - were used to complement the interviews. From this study of interviews and secondary data, the authors have developed a typology of four CSO archetypes - Internal Consultant, Specialist, Coach and Change Agent - who carry out a variety of responsibilities in the role of the CSO. By understanding how the duties of the CSO can vary significantly from organization to organization, boards and CEOs can make better decisions about which type of CSO is necessary for their leadership teams.
    Note: Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 6
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Commercial statistics ; Electronic data processing ; Electronic books ; Electronic books ; local
    Abstract: In a recent data and analytics survey conducted by MIT Sloan Management Review in partnership with SAS Institute Inc., the authors found a strong correlation between the value companies say they generate using analytics and the amount of data they use. Combining the responses to several survey questions, they identified five levels of analytics sophistication, with those at Level 5 being most sophisticated and innovative. These analytical innovators in Level 5 had several defining characteristics. First, they tended to use more data than other groups. In fact, they were three times more likely than the 8% of those respondents who fell into the Level 1 category to say they used a great deal or all of their data. Second, there was a strong correlation between driving competitive advantage and innovation with analytics and how effective a company is at managing what the authors term "the information transformation cycle." This cycle refers to the process of capturing data, analyzing information, aggregating and integrating data, using insights to guide future strategy and disseminating information and insights. Respondents who fell into the Level 5 category also had a stronger need for speed than other survey respondents. Eighty-seven percent reported that the ability to process and analyze data more quickly was very important. Utilizing speed fell into three separate areas: customer experience, pricing strategy and innovation. Another intriguing finding from the survey involved the cultural impact on organizations. Some respondents reported that the use of analytics is shifting the power structure within their organizations. Analytical innovators, as a group, tended to be more likely than other groups to say that analytics has started to shift the power structure in their organizations.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 7
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Social media ; Marketing ; Rate of return ; Electronic books ; Electronic books ; local
    Abstract: With the growth of social media, influencing consumer preferences and purchase decisions through online social networks and word of mouth is an increasingly important part of every marketer's job. Companies such as Geico, Dell and eBay are adapting the traditional "one-way" advertising message and using it as a stepping-stone to begin a two-way dialogue with consumers via social media. Marketers know that theoretically, social media should be a powerful way to generate sustainable, positive word-of-mouth marketing. If marketers can only select the right social media platform, design the right message and engage the right users to spread that message, their campaign should be a success. But until now, that's been a big if. The authors propose a seven-step framework for success in social media marketing campaigns. Their framework involves identifying social media users who are not only influential but also particularly interested in the company's product or service category and then recruiting and incentivizing those influencers to talk about the company's product or service. The authors describe the implementation of their seven-step framework at Hokey Pokey Ice Cream Creations, an upscale ice-cream retailer with more than a dozen outlets across India. Hokey Pokey's social media campaign resulted in substantial increases in brand awareness, social media ROI and sales revenue growth rate for the company. The authors also explain three new metrics they developed for use in social media marketing campaigns: the Customer Influence Effect, which measures the influence a social media user has on other users in the network; the Stickiness Index, which helps identify social media users who actively discuss the company's product or service category; and Customer Influence Value, which helps measure the monetary gain or loss realized by a company in social marketing campaigns by accounting for an individual's influence on purchases by other customers and prospects.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 8
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: New products ; Competition ; Electronic books ; Electronic books ; local
    Abstract: Companies located in developing countries are currently serving billions of local consumers with innovative and inexpensive products. Author Constantinos C. Markides poses the question of what happens when more of those companies make the leap into more developed markets. Is it inevitable that these low-end companies will overtake the more developed companies? Markides examines and explores the "The Disruption Process" in the marketplace. To begin with, to be disruptive, a product has to meet two conditions: it must start out as inferior in terms of the performance that existing customers expect, but superior in price. As a result, existing customers will initially ignore it, but other customers (usually non consumers of the incumbent products) will be attracted by its low price. Then, for a product to truly become disruptive, it must evolve to become "good enough" in performance (attracting mainstream customers from the earlier generation of incumbent products) while at the same time remaining superior in price. In other words, it must become "good enough" in performance and superior in price. Using historical examples, Markides looks at how disruptors and incumbents manage competition in the marketplace. Whether low-cost innovations from emerging countries end up disrupting markets in developed countries depends not only on whether the disruptors succeed in putting in place an innovative business model that supports their cost advantage but also on how aggressively the incumbents respond. For incumbents, knowing that much of their fate rests in their hands is half the battle won.
    Note: "Intelligence"--Cover. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 9
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Electronic commerce ; Electronic books ; Electronic books ; local
    Abstract: Online retailing is far and away the fastest growing retail sector in the United States. The growth is being fed by two forces: (1) traditional retailers are getting their "Internet acts" together, and (2) "pure play" retailers are becoming increasingly innovative. The authors studied two groups: online retailers selling popular-brand consumables for the home, such as laundry detergent, pet supplies and diapers (represented by Netgrocer.com and Diapers.com); and online retailers selling specialty items, including fashion eyeglasses and apparel for men (represented by WarbyParker.com and Bonobos.com). They came up with a set of findings that may have important implications not just for pure-play Internet retailers but for more traditional retailers, too. Among them: Individual consumer acceptance depends on offline shopping costs. For Internet retailers, the best market opportunities are with customers in locations where offline retail shopping is limited and costs (including sales tax) are high. Sales evolution is structured and predictable. Although initial online sales in a particular region, and some geographic variation in sales across regions, may be driven by offline product costs, growth is fueled by the sharing of information among friends and neighbors. The authors' research on Netgrocer.com, an online retailer that delivers groceries, found that ZIP codes with lots of new customers tended to be adjacent to areas that had high concentrations of customers in earlier periods. Migrating from "good" to "great" requires expansion to niche locations. Although sales emerge first in areas where customers face high offline shopping costs and are propagated through local customer interactions, in order for online retailers to extend their reach they need to tap into hundreds or thousands of markets that individually represent few sales but collectively add up to significant numbers. Different locations require different customer acquisition strategies. In ZIP codes with a high physical density of customers, offline word of mouth can be particularly powerful. Traditional print advertising tended to work well in less dense environments.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 10
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Customer relations ; Empathy ; Electronic books ; Electronic books ; local
    Abstract: Everyone has had encounters with automated telephone response systems and experienced the frustration of having to repeat voice commands multiple times before finally asking to speak to a service representative. Many large companies have become so focused on optimizing their business processes and systems that they have become all too willing to forget about cultivating emotional connections with customers. But in order to detect and respond to shifting customer needs, the authors argue, companies need to show more, not less, empathy with their customers. Some companies have found an approach that optimizes business processes and technology, the ability to foster emotional connections and the ability to use data empathetically. The authors call this approach softscaling. Successful softscaling is based on three core activities: nurturing emotional connections to achieve commitment and loyalty from employees, customers, suppliers and other business partners; optimizing business processes to achieve low-cost and reliable operational excellence; and combining data (captured by optimized processes and technology) with a deep understanding of local context to make empathic decisions. Being excellent at just one is not enough - it takes all three. These abilities are particularly important to businesses attempting to expand beyond their traditional customer bases and home markets, especially into volatile environments. Although the research was conducted in India, the authors maintain that the core tenets are equally applicable to companies in other emerging economies, as well as in sectors in developed markets that are experiencing rapid change. The authors examined five companies - Hero MotoCorp, Bharti Airtel, Tata Motors, Housing Development Finance Corp. and Max Healthcare - all of which integrate optimization and emotion, using evidence-based empathy that is grounded in data analytics. This strategy has enabled the companies to exploit opportunities to become market leaders in highly unstable, resource-constrained settings.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 11
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Organizational change ; Social media ; Business communication ; Electronic books ; Electronic books ; local
    Abstract: In this article, the authors show that although the use of social media can be an extremely valuable way to enrich a company's culture and enhance its productivity, it isn't a sure thing. Based on a survey of 1,060 executives about their experience with social media and a number of indepth qualitative case studies, the authors argue that the main reason some social media initiatives fail to bring benefits to companies is because the initiatives don't create emotional capital, which they define as a strong emotional connection between stakeholders and the company. In the end, social media is still media - that is, mediums of communication - and those new mediums can be used as badly and counterproductively as any traditional mode. To show how companies can create a winning strategy, the authors contrast the experiences of two companies - an unnamed technology company and Tupperware Nordic, the Scandinavian branch of the kitchenware company. The technology company focused on software to facilitate social networking, not on using those new tools to build communities. It also tended to communicate in ways employees found insincere. Between insincere messages from the executive team and easier communication with other disgruntled employees, the initiative had no real positive effects for the company. Tupperware, by contrast, used the technology to help the company convey community spirit to its sales associates and took advantage of social media's unique ability to foster better vertical and horizontal communication. The authors conclude that although social media can help create closer and more dynamic stakeholder relationships, success with an online community requires a leader who can build emotional capital and who values community building as a means of creating economic value.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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