Investigates Keiretsu (or link, affiliate with, connect to) and its two forms, horizontal and vertical. Highlights a panel that explains the background to Keiretsu in Japan from 1853 up to the present day. Provides a broad overview of the priorities and perspectives, which exist between Japanese...

Contends that to be a success businesses need both to create and capture value — but the processes for doing each are fundamentally different. Argues that business should be seen as a game and games have players, proposing a framework that helps strategists to broaden their thinking by...

Argues that the process of deciding on strategy is influenced by three interdependent factors: organizational style; personal values; and discretion. Records that diversity and heterogeneity can be used to advantage as a mechanism for organizations to adapt to a changing environment and fight...

Recommends that although once every major industry was a growth industry ‐ but that some are now riding a wave of growth enthusiasm, but this is in decline. Illustrates, with graphic use of Figures, the pertinent points of the arguments herein, which include gap analysis. Urges diversification...

States electronic business changes traditional relationships between seller and buyer, shifting markers for competitive advantage. Posits, in e‐business, if the only thing left is how buyer and seller interact then what matters is managing the customer relationship. Uses 3 Figures for...

Points out that strategic managers already face enormous pressures to get everything right in terms of cost, quality, and customer satisfaction and supply chain issues. Suggests three steps for achieving a successful e‐business design: self‐diagnosis; reversing the value chain; and choosing...

Points out that there are five main characteristics of the virtual community business model: distinctive focus; capacity to integrate content and communications; emphasis on number‐generated content; access to competing publishers and suppliers; and commercial orientation. Depicts three...

Advances that by 2010, two billion people will be online and that this many potential customers will force businesses operations to change in a big way — as customer loyalty will be paramount. Highlights six common traps to trip up even successful online businesses: misunderstanding the...

Identifies eight globalization drivers: common customer needs; global customers; global channels; global economies of scale; favourable logistics; information technology; government regulations; and transferable competitive advantage. Believes services can be divided into three categories:...

Believes ‘head to head’ combat is no longer a relevant metaphor that businesses can use in today’s competitive arena. States that applying the principle of ecology to businesses will help them to grow and thrive — thereby helping managers understand how competition in business is...