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Make positive changes in your company with COMPETING FOR CUSTOMERS AND CAPITAL! This innovative text explains the relationships between enterprise marketing and corporate finance based on the common language of economic theory and financial accounting data. In the process, important metrics from marketing and finance are united and add to your fundamental understanding of what drives shareholder value.
Introduction to Business covers the scope and sequence of most introductory business courses. The book provides detailed explanations in the context of core themes such as customer satisfaction, ethics, entrepreneurship, global business, and managing change. Introduction to Business includes hundreds of current business examples from a range of industries and geographic locations, which feature a variety of individuals. The outcome is a balanced approach to the theory and application of business concepts, with attention to the knowledge and skills necessary for student success in this course and beyond. This is an adaptation of Introduction to Business by OpenStax. You can access the textbook as pdf for free at openstax.org. Minor editorial changes were made to ensure a better ebook reading experience. Textbook content produced by OpenStax is licensed under a Creative Commons Attribution 4.0 International License.
Bruce Greenwald, one of the nation's leading business professors, presents a new and simplified approach to strategy that cuts through much of the fog that has surrounded the subject. Based on his hugely popular course at Columbia Business School, Greenwald and his coauthor, Judd Kahn, offer an easy-to-follow method for understanding the competitive structure of your industry and developing an appropriate strategy for your specific position. Over the last two decades, the conventional approach to strategy has become frustratingly complex. It's easy to get lost in a sophisticated model of your competitors, suppliers, buyers, substitutes, and other players, while losing sight of the big question: Are there barriers to entry that allow you to do things that other firms cannot?
Learn from the Best Great leaders of innovation know that creativity is not enough. They succeed not only on the basis of their ideas, but because they have the vision, reputation, and networks to win the backing needed to commercialize them. It turns out that this quality--called "innovation capital"--is measurably more important for innovation than just being creative. The authors have spent decades studying how people get great ideas (the subject of The Innovator's DNA) and how people test and develop those ideas (explored in The Innovator's Method). Now they share what they've learned from a multipronged research program designed to determine how people compete for, and obtain, resources to launch new ideas: How you can build a personal reputation for innovation What techniques you can use to amplify your innovation capital How you can garner attention for your ideas and projects and persuade audiences to support them What it means to provide visionary leadership and how you can achieve it Featuring interviews with the superstars of innovation--individuals like Jeff Bezos (Amazon), Elon Musk (Tesla), Marc Benioff (Salesforce), Indra Nooyi (PepsiCo), and Shantanu Narayen (Adobe)--this book will help you position yourself and your ideas to compete for attention and resources so that you can launch innovations with impact.
From the perspective of commercial and non-commercial organizations, this monograph with contemporary organizational and management problems, focus on four thematic areas. Traditionally, the first one is concentrating the reader’s attention on the internal aspects of the organization’s functioning as an object of research. In this regard, articles related to the concept of corporate social responsibility in two ways: organizational research and bibliometric analysis. The authors used an analogical (bibliometric) approach to examine trends in publishing for the concept of learning organizations. In this part of the discussion, the social aspect has been strongly displayed, also thanks to the social capital and enterprise. Another topic in this section is the role of the workers’ knowledge in creating innovative solutions, emphasizing the role of trust and culture-rich collaboration between employees, employees’ participation in creating projects, and organizational change. In addition, it discusses the role of information and knowledge networks and sharing knowledge among employees, which does remain without influence on the shaping of individual employees’ careers. Slightly different from the other articles, though set in this section, there is an article referring to the organizational pathology. These considerations are much more valuable, usually because of the difficult access to negative information. The next section presents articles in the context of the modern tools used in the management of commercial and non-commercial organizations. This part of the discussion starts an article about forecasting methods and modern models of business management. In opposition to these considerations, the problem of unused, modern management methods in the local government sector, remains valid. Also, it refers to social media as a source of customer knowledge and management control, which should be considered as a strong and innovative determinant influencing the development of contemporary management methods of a modern enterprise. Interesting considerations are included in the article on the process management, with emphasis on the dynamic management of business processes and IT systems that go with it. The other articles present the concepts of the risk management model in a technology project, business model used in franchising, and the concept of accountability in conjunction with the development of innovation thanks to negotiating the role of intellectual capital. The modern market economy forces organizations to develop their ability to adapt to the conditions by improving their organization continually. It shows how modern-day commercial and non-commercial organizations are competing in a competitive market. This section opens the article, referring to the social competences of students developed during their studies and the competences of the future, which were studied and compared in two universities. The integral part of the organization’s functioning of the organization in the environment is their broadly understood cooperation for the implementation of the objectives and achieving a competitive advantage in the market. This trend covers articles referring to the participation of county in networking, modeling synergistic interrelations within the business association, or the conditions that should be met between enterprises and institutions supporting the technological development of the organization. Other considerations concern customer preferences concerning their choice of commercial banks, the factors that determine the choice of financial instruments by small and medium enterprises, or the demands of sustainable family business development. The final part of the articles is related to a broader perspective, and so the functioning of the organization from a sectoral perspective and across industries. A distinctive feature is a sectoral approach to knowledge-based business services, the determinants of knowledge-based products in the pharmaceutical industry, and the behavior of competing companies in the chocolate and confectionery industry. A separate topic in this section is the concept of capturing value or the value in a sectoral approach. The issues related to the protection of personal data in the healthcare sector, patent activity of enterprises in the technology park, as well as the management of resources in the cluster. The prepared monograph is an interdisciplinary compendium of knowledge on the functioning of both commercial and non-commercial organizations in the context of three perspectives: micro, meso, and macro. The advantage of this type of studies is modern and up-to-date look at the problems of management, organization behavior, or the functioning of the organizations in the sector.
The history of policymaking has been dominated by two rival assumptions about markets. Those who have advocated Keynesian-type policies have generally based their arguments on the claim that markets are imperfectly competitive. On the other hand laissez faire advocates have argued the opposite by claiming that in fact free market policies will eliminate "market imperfections" and reinvigorate perfect competition. The goal of this book is to enter into this important debate by raising critical questions about the nature of market competition. Drawing on the insights of the classical political economists, Schumpeter, Hayek, the Oxford Economists’ Research Group (OERG) and others, the authors in this book challenge this perfect versus imperfect competition dichotomy in both theoretical and empirical terms. There are important differences between the theoretical perspectives of several authors in the broad alternative theoretical tradition defined by this book; nevertheless, a unifying theme throughout this volume is that competition is conceptualized as a dynamic disequilibrium process rather than the static equilibrium state of conventional theory. For almost all the others the growth of firm is consistent with a heightened degree of competitiveness, as both Marx and Schumpeter emphasized, and not a lowered one as in the conventional 'monopoly capital' view.
The strategic management and development of brands continues to grow in importance for most businesses and the last decade has seen more and more brand owners turning to co-branding as a way of adding further value to their brand assets. The synergy that can be created by two well-matched brands working together in harmony can be considerable and enhance both profitability and the valuation of the brand for both parties. However, the challenges presented by co-branding are considerable, getting the strategy right for a single brand is hard enough, but once two brands are brought together the challenges increase considerably. The brand personalities must be complementary. This is the first book to explore this important area.
Rich people stash away trillions of dollars in tax havens like Switzerland, the Cayman Islands, or Singapore. Multinational corporations shift their profits to low-tax jurisdictions like Ireland or Panama to avoid paying tax. Recent stories in the media about Apple, Google, Starbucks, and Fiat are just the tip of the iceberg. There is hardly any multinational today that respects not just the letter but also the spirit of tax laws. All this becomes possible due to tax competition, with countries strategically designing fiscal policy to attract capital from abroad. The loopholes in national tax regimes that tax competition generates and exploits draw into question political economic life as we presently know it. They undermine the fiscal autonomy of political communities and contribute to rising inequalities in income and wealth. Building on a careful analysis of the ethical challenges raised by a world of tax competition, this book puts forward a normative and institutional framework to regulate the practice. In short, individuals and corporations should pay tax in the jurisdictions of which they are members, where this membership can come in degrees. Moreover, the strategic tax setting of states should be limited in important ways. An International Tax Organisation (ITO) should be created to enforce the principles of tax justice. The author defends this call for reform against two important objections. First, Dietsch refutes the suggestion that regulating tax competition is inefficient. Second, he argues that regulation of this sort, rather than representing a constraint on national sovereignty, in fact turns out to be a requirement of sovereignty in a global economy. The book closes with a series of reflections on the obligations that the beneficiaries of tax competition have towards the losers both prior to any institutional reform as well as in its aftermath.
"In Competing on Analytics: The New Science of Winning, Thomas H. Davenport and Jeanne G. Harris argue that the frontier for using data has shifted dramatically. Leading companies are doing more than just collecting and storing information in large quantities. They're now building their competitive strategies around data-driven insights that are, in turn, generating impressive business results. Their secret weapon? Analytics: sophisticated quantitative and statistical analysis and predictive modeling supported by data-savvy senior leaders and powerful information technology."--Jacket.