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This book was first published in 1995. Businessmen have always had a strong inclination to avoid competition and regulate the market. Helen Mercer traces the evolution of British competition legislation designed to discourage such practices, from 1900 to 1964. Economic and legal textbooks attribute the dynamic behind the development of this legislation to an undefined 'public opinion' or to economists. Helen Mercer disagrees. She contends that competition policies have been shaped by the strategies of powerful business interests - at home and in the United States. Trade unions and organisations of labour have provided a consistent pressure on governments to legislate on private monopoly, in the face of sweeping criticisms of free enterprise. This book makes extensive use of archival sources to give a detailed analysis of government-industry relations. In the course of this it sheds new light on Britain's changing industrial structure, and offers pointers to the likely outcome of business regulation in Britain in the future.
How legacy firms can combine their traditional strengths with the power of data and digital ecosystems to forge a new competitive strategy for the digital era. How can legacy firms remain relevant in the digital era? In The Future of Competitive Strategy, strategic management expert Mohan Subramaniam explains how firms can leverage both their traditional strengths and the modern-day power of data and digital ecosystems to forge a new competitive strategy. Drawing on the experiences of a range of companies, including Caterpillar, Sleep Number, and Whirlpool, he explains how firms can benefit from data’s enlarged role in modern business, develop digital ecosystems tailored to their unique business needs, and use new frameworks to harness the power of data for competitive advantage. Subramaniam presents digital ecosystems as a combination of production and consumption ecosystems, which can be used by legacy firms to unlock the value of data at various levels—from improving operational efficiencies to creating new data-driven services and transforming traditional products into digital platforms. He explores the ways sensors and the Internet of Things provide new kinds of customer data; presents the concept of digital competitors—other firms that have access to similar data; discusses the new digital capabilities that firms need to develop; and addresses privacy and security issues associated with data sharing. Who needs this book? Any firm that wants to revitalize traditional business models, offer a richer customer experience, and expand its competitive arena into new digital ecosystems.
In this pathbreaking book, Michael E. Porter unravels the rules that govern competition and turns them into powerful analytical tools to help management interpret market signals and forecast the direction of industry development.
Now beyond its eleventh printing and translated into twelve languages, Michael Porter’s The Competitive Advantage of Nations has changed completely our conception of how prosperity is created and sustained in the modern global economy. Porter’s groundbreaking study of international competitiveness has shaped national policy in countries around the world. It has also transformed thinking and action in states, cities, companies, and even entire regions such as Central America. Based on research in ten leading trading nations, The Competitive Advantage of Nations offers the first theory of competitiveness based on the causes of the productivity with which companies compete. Porter shows how traditional comparative advantages such as natural resources and pools of labor have been superseded as sources of prosperity, and how broad macroeconomic accounts of competitiveness are insufficient. The book introduces Porter’s “diamond,” a whole new way to understand the competitive position of a nation (or other locations) in global competition that is now an integral part of international business thinking. Porter's concept of “clusters,” or groups of interconnected firms, suppliers, related industries, and institutions that arise in particular locations, has become a new way for companies and governments to think about economies, assess the competitive advantage of locations, and set public policy. Even before publication of the book, Porter’s theory had guided national reassessments in New Zealand and elsewhere. His ideas and personal involvement have shaped strategy in countries as diverse as the Netherlands, Portugal, Taiwan, Costa Rica, and India, and regions such as Massachusetts, California, and the Basque country. Hundreds of cluster initiatives have flourished throughout the world. In an era of intensifying global competition, this pathbreaking book on the new wealth of nations has become the standard by which all future work must be measured.
Business people have always had a strong inclination to avoid competition and regulate the market. In Constructing a Competitive Order, Helen Mercer presents a new interpretation of the evolution of British competition legislation from 1900 to 1964. She uses archival sources to give a detailed analysis of government-industry relations and shows how competition policies have been shaped by the strategies of powerful business interests. Throughout the book, she offers pointers to the likely outcome of business regulation in Britain in the future.
This book offers guidelines for the upcoming discussions on reform, representing an attempt to work out conceptions for a better international competition order on the basis of the scientific approach 'law and economics'. It presents the dominant concepts of competition policy as a basis for an international competition order and formulates a synthesis. The result is a new neo-ordoliberal approach. Anti-dumping-measures are analysed of the effects on international competition and resource allocation, and alternatives and improvements are suggested. From national forms of competition policy a synthesis of international competition policies are derived. Currently reforms of the international competition order are heavily discussed and here a selection of the most important suggestions are presented, compared, and evaluated. Finally, this book offers strategies that might serve as second-best solutions, and though they may not be optimal for competition policy, they are politically feasible and an improvement on the current competition regulations. They would be a back-up in case the WTO competition regulations aren't realizable.
Business Models for Transforming Customer Relationships What if there were a way to turn occasional, sporadic transactions with customers into long-term, continuous relationships--while simultaneously driving dramatic improvements in operational efficiency? What if you could break your existing trade-offs between superior customer experience and low cost? This is the promise of a connected strategy. New forms of connectivity--involving frequent, low-friction, customized interactions--mean that companies can now anticipate customer needs as they arise, or even before. Simultaneously, enabled by these technologies, companies can create new business models that deliver more value to customers. Connected strategies are win-win: Customers get a dramatically improved experience, while companies boost operational efficiency. In this book, strategy and operations experts Nicolaj Siggelkow and Christian Terwiesch reveal the emergence of connected strategies as a new source of competitive advantage. With in-depth examples from companies operating in industries such as healthcare, financial services, mobility, retail, entertainment, nonprofit, and education, Connected Strategy identifies the four pathways--respond-to-desire, curated offering, coach behavior, and automatic execution--for turning episodic interactions into continuous relationships. The authors show how each pathway creates a competitive advantage, then guide you through the critical decisions for creating and implementing your own connected strategies. Whether you're trying to revitalize strategy in an established company or disrupt an industry as a startup, this book will help you: Reshape your connections with your customers Find new ways to connect with existing suppliers while also activating new sources of capacity Create the right revenue model Make the best technology choices to support your strategy Integrating rich examples, how-to advice, and practical tools in the form of "workshop chapters" throughout, this book is the ultimate resource for creating competitive advantage through connected relationships with your customers and redefined connections in your industry.
``An exceptional tool for the challenges facing today's corporate planner. It should be read by every manager involved in planning and strategy.'' --Robert R. Lindberg Vice-President, Corporate Development Transamerica Corporation Shows managers how to anticipate market trends, threats, and opportunities, and how to develop strategies that can help their companies respond and grow. Thoroughly revised from the acclaimed 1984 edition, with over 50% new material, the 2nd edition emphasizes a market-responsive approach to creating strategies that any business manager can use to generate effective strategic options in today's constantly changing marketplace. New chapters cover external analysis, customer analysis, competitor analysis, and developing strategy in mature or stagnant markets, and there is expanded coverage of sustainable competitive advantages (SCA).
Combining theory and application, A Practical Guide to Stage Lighting provides a comprehensive analysis of lighting systems along with examples and illustrations of the technical tools and methods used in the industry. An entertaining and educational read, author Steven Louis Shelley draws from his 35+ years of diverse experience to explain how to get the job done along with real-life examples of projects from start to finish. Learn why some techniques are successful while others fail with 'Shelley's Notes' and 'Shelley's Soapbox,' all with a humor that guides you through complex problems and concepts. Highlights include: -Over 100 new topics, including analysis and application of the three categories of collaboration; a detailed examination of production meetings and one-on-one meetings; and meeting checklists with management and the creative team. -Over 50 new illustrations, including Shelley's Periodic Table of Fundamental Lighting Systems; groundplans, sections, and front elevations that illustrate basic system wash configurations for each direction of light. -Analysis, calculation, and step-by-step technical construction of each lighting system in the Hokey light plot. -Explanation of a manufacturer's cut sheet, and how to apply basic formulas to determine the beam size, footcandles, and gel transmission for lighting instruments. -Updated process of pre-programming computer lighting consoles prior to the load-in. -Comprehensive overview of archiving paperwork and softcopy for a production. Students and professionals will benefit from experience-based tips and techniques to prepare and execute a lighting design, along with learning how to avoid common traps.