bluuebunny/crossref_metadata_2025 huggingface dataset:
Business unit strategy and acquisitions
Authors: Kippenberger T
Published: May 2004

Advises that strategic, financial and implementation analysis should be united into a single process of acquisition planning and due diligence. Accepts that acquisitions frequently destroy more value than they create. Recommends linking the underlying strategy, with the anticipated source of value, using figures to emphasize key points. Concludes this is a useful overview of acquisitions in the business strategy unit.
Paying too much for the ‘S’ word
Authors: Gould B
Published: May 2004

Spells out that research shows synergies achieved are just not sufficient to justify the premiums paid. Focuses on recommendations for avoiding value destruction in mergers and acquisitions — rather than on research and analysis of why it occurs. Concludes that the likelihood of actually achieving synergies is low, and much lower than most buyers fondly imagine.
The BMW acquisition of Rover
Authors: Gould B
Published: May 2004

Spotlights car manufacturer BMW and how its product range was stretched to meet modern demands. Looks at how BMW took over Rover and the benefits of the acquisition which, primarily, made BMW the largest ‘specialist’ car‐making group in the world. Concludes that the speed of the deal limited BMW's ability to perform due diligence, although confidence remains high.
Making decisions in a pleasant climate of opinion
Authors: Gould B
Published: May 2004

Pinpoints that in the mid‐1990s mergers and acquisitions (M&A) were not doing as well as they might, despite much head scratching, research and advice. Documents the massive merger of ASEA and Brown Boveri as an example of a major merger that was agreed very quickly, amid secrecy, using very few external experts, and producing excellent results.
Acquisition type and capable integration
Authors: Venables D , Kippenberger T
Published: May 2004

Asserts that acquisition management capability is difficult to learn, with many big companies encountering setbacks — but if these can be overcome the potential overall benefits can be enormous. Sets out acquisitions philosophy, ability to acquire, integration process and the initial steps. Illustrates the pertinent points with the use of two exploratory figures.
Standard integration at GE Capital
Authors: Kippenberger T
Published: May 2004

Investigates GE Capital (formed as the financial services arm of General Electric over 60 years ago), which is a financial services conglomerate with 27 separate businesses, employing more than 50,000 staff worldwide and with a $2.8billion turnover. Looks at GE Capital's approach — which combines to form a sold step forward and a methodology for others to follow. Recounts GE Capital's core competence as acquisitions — with best practice plus disseminating information within the company.
Now we are one
Authors: Kippenberger T
Published: May 2004

Delves into the £7 billion transatlantic ‘merger of equals’ Smithkline Beckman and Beecham, in 1989. Looks at how the merger was formulated and the planning for integration — including informing shareholders and employees — although it does itemize all the problems that had to be surmounted to enable the merger to go ahead. Acknowledges the openness of the CEOs and top managers in relating their story, in spite of things not always going according to plan.
A model for service businesses
Authors: Kippenberger T
Published: May 2004

Looks at classifying service businesses and how this involves three basic service types: professional services; service shops; and mass service, uses a figure by way of explanation. Gives a further breakdown as a guide, going into a deep explanation of the hybrid types, different measures, choice of performance measures, and closing with an update. Uses easy‐to‐follow tables to give further emphasis and guidance. Closes by way of commenting favourably on the model designed for service business.
Taking the stakeholder view
Authors: Kippenberger T
Published: May 2004

Chronicles a three‐step performance measurement model based on an organization's most important stakeholders: the problem; the possible solution; and underlying assumption. States that the identification of the most important stakeholders, usually owners, customers and employees, but also extending to regulators, suppliers and local communities, is first. Graphic use of figures aids in explanation. Posits that periodic assessment is required to implement regular assessment of improvement and to develop regular reporting processes.
Manufacturing measures are still not right!
Authors: Kippenberger T
Published: May 2004

Investigates research study into performance measures in manufacturing. States the main problem errors are: false alarms; and gaps — the solution being to eliminate the false alarms and fill in the gaps! Measures 12 areas of possible improvement and lists these. Used 92 senior manufacturing executives — 72 from Europe, 8 from Asia, 5 from South America, 4 from Africa and 3 from North America — all of whom had been on IMD's programme prior to mid‐1993. Gives further, deeper explanations of results and recommendations.
How the theory developed (stakeholders)
Authors: Kippenberger T
Published: May 2004

Suggests ‘stakeholder approach’ has been around for 40 years and looks back in time for key points to show this as different ages: entrepreneurial capitalism — from early 18th to early 20th century; managerial capitalism — early to mid 20th century; professional managerial capitalism — from the Second World War up to the present time; and investor capitalism — a period starting somewhere over the last 5–10 years. Highlights that each period has brought its own set of issues about business within society, though US‐biased it does state that the UK lagged 25–50 years behind in the earlier times. Posits that the stakeholder theory really began in the late 1950s and 1960s USA, with the UK taking up the reins in the 1970s. Chronicles that in the UK companies may have to adopt an inclusive stakeholder approach but in the USA the arguments move on.
Stakeholders — an academic's view
Authors: Kippenberger T
Published: May 2004

Undertakes to identify high performers/excellent companies, who are repeatedly undermined through high failure rates in identified companies. Suggests management needs to understand differing groups' expectations and lists stakeholders tolerance zone as follows: shareholders — have high tolerance but rarely active and inclined to sell; customers — potentially most powerful group owing to their spending power; managers — affected by salaries, etc. plus peer group jealousies; employees — more company dependent than either managers or shareholders; creditors — banks and other lenders have power to liquidate the firm; and others — suppliers, government, local community and minority groups — on which business survival depends.
The cultural imperative
Authors: Kippenberger T
Published: May 2004

Investigates the shareholder value approach as a corporate management central objective. Alludes to the similar cultural patterns in other, well‐established economies of the English‐speaking world such as: Canada, New Zealand and Australia. Identifies three different approaches to corporate governance: the monistic Anglo‐American approach — regarding firms as owners' private property; the dualistic approach of Germany and France — prioritizing shareholders' interests but in which employees' interests are taken into account; and the pluralistic approach — peculiar to Japan — which assumes the firm belongs to its stakeholders. Uses figures to emphasize main points of interest such as would be deemed important within the sphere of this article.
A national climate of innovation: possibility or pipe dream?
Authors: Kippenberger T
Published: May 2004

Wonders why the UK has such poor innovative performance, after being the leading GDP country in the 19th century and now standing at 17th place. Looks at an innovation unit, set up by the Department of Trade and Industry, which believes that: successful innovation is culture‐based; innovation succeeds in a constant, encouraged change environment; and innovation is not just about turning an idea into technology. Wonders about the degree of complacency existing in the UK — looking at retrospective achievements rather than the future possibilities.
Opportunities to innovate: the seven sources
Authors: Kippenberger T
Published: May 2004

Discusses the seven basic sources of opportunities to innovate — only one of which is with regard to inventing something new — as discussed in Peter Drucker's ‘Innovation and Entrepreneurship’ (1994). Lists the seven sources as: the unexpected; incongruities; process need; industry and market structure — all the above symptoms; demographics, changes in perception; and new knowledge — all external. Discusses these in full and leads to certain assumptions and conclusions.
Empowerment: tapping employees' ability
Authors: Kippenberger T
Published: May 2004

Looks at the findings and recommendations of an Industrial Society ‘Managing Best Practice’ journal on empowerment and its implications for senior managers. Advocates that empowerment's key concepts are: giving the necessary authority responsibility and resources to those closest to the task; and to ensure there is a no blame culture, in which mistakes are seen as learning opportunities, rather than a reason to use command and control techniques. Discusses, also, self managed teams in the second part of this article — describing them as those which operate in a non‐hierarchical manner.
The all too human side of downsizing
Authors: Kippenberger T
Published: May 2004

Investigates downsizing and its effects on the people involved. Looks at the psychological effects of downsizing on three groups of people: the victims — those who suddenly lose their job; the survivors — the ones left in a shrunken organization, often carrying out their redundant colleagues' work; and the executioners — the unfortunate managers who have to make staff redundant. Profiles each in turn and adds ‘damage to the business’ after each one to put things in context. Declares that, overall, the crucial tool is communication — as a reduction from managers of this leads to rumours and dissatisfaction.
How Crown Agents find the opportunities to innovate
Authors: Kippenberger T
Published: May 2004

Concentrates on the UK's Crown Agents, founded in the 1830s, to procure goods on behalf of the British Crown Colonies — currently it serves or operates in 150 countries worldwide and now provides a wide range of services abroad. Contends Crown Agents has had to learn to be alert to donor policies and client requirements (from a fleet of Land‐Rovers to specially designed epaulettes for a national police force!). Praises Crown Agents' strong reputation in relief operations and emergency logistics. Gives many examples of Crown Agents expertise in various countries and areas of the world.
A tradition of innovation at 3M
Authors: Kippenberger T
Published: May 2004

Concentrates on 3M, a US company founded in 1902 in which, from the beginning, innovation was necessary. Chronicles that 3M (from the Minnesota Mining and Manufacturing Company) employs 86,000 people in more than 60 countries with yearly revenues of US$115 billion on average. Discusses innovation within the company and how many ideas are used or discarded. Shows failures as well as successes — recounting the story from the 1920s when a top inventor thought sandpaper might replace razor blades! Concludes that because 3M view innovations as a continuous process, businesses need to be quick to survive and fast if they wish to grow, especially true at 3M.
Anyone for Bennis? Game, set and match
Authors: Kippenberger T
Published: May 2004

Profiles Warren Bennis — synonymous with the study of contemporary leadership ‐who has been, amongst other things, adviser to four US Presidents — Kennedy, Johnson, Carter and Reagan. Describes leadership as having four competencies common to it, and these are: the management of attention; the management of meaning (communication) the management of trust; and the management of self. Points out that there are basic ingredients which people are not born with, but which can be developed and these will be:; guiding vision; passion; integrity; trust; curiosity and daring. Acknowledges that practice beats preaching and leaders need to take this on board.
Leaders are made not born
Authors: Kippenberger T
Published: May 2004

Argues that, in today's business climate, three levels of leadership are now emerging which replace single leaders, they are: team leaders — responsible for between 8 and 12 people; operational leaders — responsible for a sizeable area of the business; and strategic leaders — responsible for the whole organization. States that leaders cannot avoid being some kind of example but it is up to the individual's discretion whether it is a good or a bad example.
The first 100 days: the CEO's ‘honeymoon period’
Authors: Kippenberger T
Published: May 2004

Looks at the problems created when a new CEO is appointed and says the first 100 days are critical. Highlights six ways for chief executives to take full advantage of the fluid period occurring following a new CEO appointment, these are: start with where you want to end up; understand the lie of the land; managing expectations; building a team; focusing on a few themes; and short term versus long term. Concludes that balance is important and possible for new CEOs and will help to determine the CEO's legacy.
A three‐stage life cycle for chief executives
Authors: Kippenberger T
Published: May 2004

Submits that, just as there is a product life cycle so too there is a life cycle for CEOs to pass through. Recounts that there is a three‐stage life cycle that CEOs go through: the period of entry; the period of consolidation; and the period of decline. States that chief executives are demonized on one hand but may be accorded ‘hero’ status on the other. Looks at the appointment of new CEOs and the possible effects this can have within companies — particularly if the choice is internal rather than external, which may give complications in a few different ways.
Vive la difference — or are national cultural differences a big distraction?
Authors: Kippenberger T
Published: May 2004

Uses data from eight different European countries on research about operating performance in the region and problems with the countries themselves. Pinpoints four different European boardroom/management styles — but states these are not bounded by national frontiers: inspirational; elitist; consensual; and directive. Profiles a figure that elaborates the four boardroom styles in greater detail. Concludes the stronger the emphasis on the common ground of the company rather than stereotypical cultural gaps, the better it will be.
The art of alliances: the ability to create and sustain relationships is now a key corporate resource
Authors: Kippenberger T
Published: May 2004

Uses Rosabeth Moss Kanter's 15 principles and 8 I's (initial letters of the successful word areas) to argue consistently that inter‐company relationships cannot be run on purely rational lines and must come from not just excellent performance but also from strong relationships. States Kanter's research for ‘When Giants Learn to Dance’ involved 37 companies from 11 different countries, conducted with over 500 interviews on multiple visits to well‐known large, as well as less prominent smaller, organizations from both manufacturing and service industries.
Strategic alliances: the offspring of their parents
Authors: Kippenberger T
Published: May 2004

Posits that there are four basic motives for forming strategic alliances: first, whether the business is a core or peripheral part of the parent organization's activities; second, whether the parent is a leader or follower in this particular business area — these are the two dimensions the four basic motives are extracted from. Uses figures for further explanation and emphasis. Concludes that, since alliances are an expression of their parent's strategies, it is the parental perspective that will determine the way these issues are resolved.
When polygamy is better than monogamy (strategic alliances)
Authors: Kippenberger T
Published: May 2004

Suggests that multi‐partner strategic alliances can give rise to intense competition, create new forms of rivalry within industries and also change industry structures. Comments on research with 140 managers in 40 companies over 5 years, from which 10 case studies were developed. Suggests three external pressures create waves of alliance building: first, mover advantage; avoiding risks by imitating rivals; and pre‐empting rivals. Uses a figure for explanatory and information issues. Concludes the alliance revolution requires us to extend and modify our traditional views of business economics and strategy.
Keiretsu — a very Japanese form of ‘alliance’
Authors: Kippenberger T
Published: May 2004

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 and Western business managers. Chronicles that there is much here that explains other factors which Western managers admire — like Japanese companies' abilities to operate over the long‐term without constant shareholder pressure for short‐term profits.
Lean production in an international supply chain
Authors: Kippenberger T
Published: May 2004

Looks at globalization and lean production and their possible interaction. Depicts production as ‘a tightly coupled, flexible system’ centred on JIT (just‐in‐time) delivery and low inventories, which requires continuous improvement as a component quality necessary in the process. Describes global supply chain strategy's conflicting goals as: JIT delivery; low inventory; lead times; flexible manufacturing; and close relationships with suppliers. Concludes that managers can evaluate the trade‐off between locating those activities close to corporate design and production functions.
The current state of European supply chain management
Authors: Kippenberger T
Published: May 2004

Elaborates on research carried out by the Economist Intelligence Unit (EIU) to investigate supply chain management in Europe. Specifies the research report was based on responses from 150 companies to an EIU postal survey, polled from companies of various sizes, industries and countries. States the research provides a contrast between US and European company approaches to supply chain improvement as so many US companies operate in Europe. Sums up that perhaps not every bright idea comes from the USA and that good ideas can be picked up on either side of the ocean for their own markets.
Supply chain management in the Asia Pacific region
Authors: Kippenberger T
Published: May 2004

Chronicles research on supply chain management in the Asia Pacific region and distributed to the biggest companies in the area — 43 questionnaires were returned from 5 heavily represented industry segments — chemicals, food, transportation, communications and automotive. Stresses that the most important issues identified were: cost competitiveness; inventory management; information technology; and external and internal infrastructures. Concludes that the message is clear for managers of Asia Pacific region companies — if they are not already working on supply chain management then they have a lot of work to do.
Blending the supply chain into a cohesive business system
Authors: Kippenberger T
Published: May 2004

Evaluates the Five Partners Model (also known as the Flagship Model) that challenges traditional models of competition. States the flagship firm should consist of leadership to a vertically integrated chain of businesses with which it has established key relationships. Describes the role of each of five partners: the flagship firm; key suppliers; key customers; the non‐business infrastructure; and key competitors. Uses figures to add further explanatory emphasis to the article. Concludes that the question of organizational boundaries and control is not going to go away.
Outsourcing is here to stay
Authors: Kippenberger T
Published: May 2004

Elaborates on a survey (1995‐96), undertaken by PA Consulting Group on outsourcing, published in June 1996, which canvassed over 1,000 directors and senior managers in major organizations in eight countries: Australia, Denmark, France, Germany, Hong Kong, New Zealand, the UK and the USA. Chronicles that PA forecast a 46% rise in outsourcing by 2000, and lists the areas of significant rise as: IT services; property services; and catering. Concludes that companies who benefit from outsourcing are the ones who look at the business process as a whole; look to the long term; and invest time, money and energy in the supplier/client relationship.
Outsourcing: how close to the core can you go?
Authors: Kippenberger T
Published: May 2004

Argues that increased competition means that organizations face pressure to cut costs and improve efficiency, as customers can now buy in almost any location globally. Defines outsourcing as the handing over of responsibility, for some aspect of service provision, to a third party external to an organization's formal boundaries. Concludes that several factors are perceived as barriers to outsourcing — these are: cultural barriers; human resource issues; monitoring and control issues; confidentiality; and lack of experience.
Strategic boundary management: it's a matter of perspective
Authors: Kippenberger T
Published: May 2004

Investigates views on boundary management — in particular managing relationships across boundaries — which is not as yet a prominent area of either academic or management interest. Uses a figure for further explanation. Chronicles some of the options which management has available to it. Looks at internal boundaries that are an integral part of the equation. Concludes thinking on the subject is fragmented and perhaps more challenging — perhaps a question remains over who will make boundary management a management concern.
Remembering what to forget
Authors: Kippenberger T
Published: May 2004

Identifies four organizational types — of which three inhibit learning: the knowing organization; the understanding organization; the thinking organization; and the learning organization. Uses a figure to show this in full and give clear explanation. Concludes that, although the other organizations have some merit, a learning organization promotes, following experiments, further learning using change as a hypothesis. Gives ample cause to pause for thought.
Colleagues besieged: from involuntary infighting to organizational learning
Authors: Gould B
Published: May 2004

Defines two camps in the land of organizational learning, which could be named the advocates and the sceptical scholars — stating the former use the learning organization concept as a buzzword for others to catch, of which the latter are mainly business school scholars. Uses well‐presented figures by way of adding emphasis to the explanation within. Concludes businesses should be able to carry out analysis and take action based on a set of data, experience and good sense.
Some concepts about knowledge itself
Authors: Kippenberger T
Published: May 2004

Argues that the scientist's personal participation is the discovery and validation of this knowledge forms an indispensable part of science itself. Describes two different forms of knowing: tacit and explicit — tacit is personal, context‐specific and, therefore, difficult to communicate; explicit knowledge, on the other hand, has been codified so it can be transmitted in formal language. Concludes the arguments herein are extremely relevant.
Sharing knowledge at BP
Authors: Kippenberger T
Published: May 2004

Concentrates on BP and how it uses knowledge to make itself more effective than its competitors. Argues that learning is at the heart of a company's ability to adapt to a rapidly changing environment. Looks, in depth, at how BP has harnessed its intellectual capital for the betterment of all concerned. Concludes that management practice at BP creates a direct link between learning and knowledge.
Acquisition success without synergy?
Authors: Kippenberger T
Published: May 2004

Believes research shows that companies can achieve dramatic growth and high returns through nonsynergistic acquisitions. Forecasts that most companies can benefit from the nonsynergistic approach they describe but need to choose one of three routes to review their skills, structure and culture: evolve in‐house abilities; establish a separate subsidiary; and outsource acquisition. Concludes that every CEO with a mind to acquire will want to be sure that the investment will generate good returns.
Marketing due diligence … where do customer and marketing details fit into pre‐deal activity?
Authors: Gould B
Published: May 2004

Argues that the main benefits in mergers and acquisitions (M&A) come from finding opportunities to enhance competitive advantage and thereby achieve enduring growth in revenue and market share. Looks at due diligence in both its traditional and marketing forms. Spotlights Quaker Oats Co. and Snapple Beverage Corp., in a panel, to discuss Quaker's disastrous M&A performance in this matter.
The impact on the people assets: evaluation and preparation
Authors: Kippenberger T
Published: May 2004

Looks at the effect of mergers and acquisitions on individuals in companies and how changes impact on them. Gives a panel that features the nine stages of emotional responses to merger and another panel features the five factors of the impact on staff. Highlights differences between Japanese and British/US teams in negotiating terms. Stresses that company performance is ultimately dependent on its employees and they must be treated fairly.
Culture and cross‐border M&As (mergers and acquisitions)
Authors: Kippenberger T
Published: May 2004

Looks at cross‐border cultural factors that are influential in mergers and acquisitions (M&A) settings and considers it is an under‐researched area — drawing from cross‐border culture research carried out in other sectors of management. States that, thanks to experience in M&A and other inter‐company and international settings, managers are continuously asking questions about culture — right at the heart of M&A decision‐making.
International culture in context
Authors: Gould B
Published: May 2004

Contends that the greater the cultural distance or dissimilarity between two companies in a cross‐border merger and acquisition (M&A), the greater the risk of cultural clash. Highlights Asea Brown Boveri (ABB) — the Swiss‐Swedish company that is effective in acquisitions in Eastern Europe, and Daewoo — the South Korean car manufacturer that has also had success in Eastern Europe. Believes national culture can be managed much more effectively in M&A where the companies have similar business values/company cultures.
Elusive drivers of shareholder wealth gains
Authors: Kippenberger T
Published: May 2004

Details a study of 429 complete UK acquisitions, takeovers and mergers from 1980 to 1990. Cites value creation; management/shareholder alignment; and bid characteristics. Warrants that the results gave some support to the above factors playing a role in wealth creation in target companies — but for bidders results were much weaker. Concludes that this study is fairly representative of the best current work in the financial school of M&A research.
Price, strategy or post‐deal management?
Authors: Gould B
Published: May 2004

Asks which of the following three levers is the single most important in driving shareholder value in acquisitions?: price; strategy; and post‐deal management. Argues all of the three above levers are important but, on the basis of research, believes only the final one has really made a difference in determining the odds of success in the major deals of the last decade.
The three phases of integration
Authors: Kippenberger T
Published: May 2004

Identifies three phases of post‐acquisition management: the morning after (the period immediately following the acquisition) the learning‐to‐live‐together stage; and the, oft‐overlooked, review stage. Spotlights Unisys and ICI in a panel entitled ‘acquisitive behaviour’. Argues many acquisitions would be judged failures if judged by improve shareholder value (cash plus capital gains).
Remember competitive strategy? Remember Michael Porter?
Authors: Kippenberger T
Published: May 2004

Rebukes those in business who have lost sight of strategy, in the more recent rush for operational effectiveness, warning that the growth imperative is hazardous to strategy. Goes on to name three types of positioning not mutually exclusive in strategy and which may overlap: variety‐based positioning — choosing which produce or service to provide; needs‐based positioning — involves identifying a group(s) of customers with certain needs; access‐based positioning — requires segmenting customers by their accessibility. Concludes that leadership requires a clear intellectual framework and general management is more than the stewardship of individual functions — core is strategy.
The hiatus of re‐engineering
Authors: Kippenberger T
Published: May 2004

Looks at change and its various guises (TWM, BPR) and how it subsequently became an excuse for job losses, which led to cynicism and antipathy. States re‐engineering has had a particularly bad press and is a heavily tainted word bringing comments such as ‘the fad that forgot people!’ Concludes that re‐engineering has become synonymous with downsizing but needs time to win back confidence in companies.
Culture and our usual frame of reference
Authors: Kippenberger T
Published: May 2004

Contends all organizations have to start somewhere and that somewhere is with an idea ‐ one that works ‐ that organizations can only grow and develop if what they provide fulfils a need. Illustrates, with a Figure, the culture web and its various components. Concludes that at the centre of the culture web is something altogether more elusive than strategy ‐ the absolutely unquestioned assumptions that are the ‘taken for granteds’.
The future(s) of marketing
Authors: Gould B
Published: May 2004

Raises some questions about marketing for discussion by seven senior managers and marketing professionals (these are listed in full in a highlighted box). Discusses the two meanings of marketing as used herein and these are highlighted or italicized as needed in the text.
Gateways to customer value
Authors: Kippenberger T
Published: May 2004

Suggests a helpful improvement for many organizations is to get them thinking in terms of the whole services that their customers receive from the company's offering rather than in terms of the product itself. Uses Figures for explanatory emphasis and a highlighted box for key points; also highlights Rank Xerox, DuPont, and Zurich Insurance in three separate boxes. Urges companies to forge strong relationships with their customers in quick time.
Insatiable customers and technology's fast lane
Authors: Gould B
Published: May 2004

Declares that technology and competition have changed the essence of how time is lived nowadays — e.g. the ‘real‐time’ economy, for instance, which means instantaneous input‐output response. Illustrates the 5 main points in a highlighted box. Determines that real‐time, two‐way dialogue depends on having the right systems in place.
Relationship marketing — but why?
Authors: Gould B
Published: May 2004

Outlines thinking from a number of writers on brand loyalty, when to adopt a relationships marketing approach, and some early indications on the use of relationship approaches. Argues the level of competition is many service and manufacturing markets stops companies from using their core product or service alone to differentiate themselves in their customer's eyes. Reckons that nothing kills a brand faster than failing to deliver.
Notes of caution for relationship marketing
Authors: Gould B
Published: May 2004

Believes loyal relationships are more appropriate to business‐to‐business markets than consumer market. Looks at some of the main assumptions of loyalty marketing, raising some major doubts about them. Concludes that customer satisfaction is a more fundamental touchstone of business performance than loyalty.
Marketing as experimental innovation: succeeding via planned failure
Authors: Gould B
Published: May 2004

Complements the previous article (p.33) and puts forward expeditionary marketing as the best way to opening up markets as they develop. Records as an example the successful Japanese company — JVC Matsushita (video recorders) — and RCA, US company, of failed video technologies. Posits that companies such as JVC, Sony and Toshiba progress by using successive approximation to advance in the market.
Catering to cultures: the customer is often right
Authors: Gould B
Published: May 2004

Looks at cultural divides — such as where the French take their dogs with them to restaurants, dining at the table with their owners and in some Asian countries where dogs are the dinner! Highlights, in a box, 6 guidelines for offerings across cultural divides. Recounts, in another box, Euro Disney's wrong choice of a spot 20 miles from Paris instead of a site in sunny Spain!
Southwest Airlines: redefining relationships with customers
Authors: Kippenberger T
Published: May 2004

Concentrates on US domestic carrier, Southwest Airlines, and how its discount air travel has allowed millions to fly where previously they could not afford to. Highlights, in a box, the company's mission statement. Looks at team spirit, culture, employee recruitment, publicity and competition. Acknowledges that low fares may get people on a plane, but by giving them what they want — a good‐humoured carrier taking them to their destinations, safely, on time and with their baggage — they will come back — and do.
The rise, fall and return or customer retention at MCI
Authors: Gould B
Published: May 2004

Spotlights US telecommunications firm MCI and how it tries to retain its most valuable customers, in spite of severe rivalry from its US competitors Sprint and AT&T, which involved targeting customer prospects with cheques for $75 or more to switch supplier. Details how MCI used a slightly different tack to improve retention, involving delaying the joining reward by some months — ‘customer first’.
Innovation on the hoof at Performance Chemicals
Authors: Gould B
Published: May 2004

Chronicles Performance Chemicals' attitude to individualized products and greater service attention. States that, following downsizing, the survivors of this multinational group subsidiary were amenable to change, plus their level of ability had increased. Outlines some findings on market‐driven changes led by staff at the frontline of customer contact — defined as change agents.
‘The alchemist, in search of the philosopher's stone, discovers phosphorus…’
Authors: Kippenberger T
Published: May 2004

Discusses alchemists and their place in history, plus the adepts ‐ who supposedly possessed ‘the philosopher's stone’. Goes on to discuss strategy in depth and how it came about in, roughly, 1958. Makes graphic use of a timeline (from 1945 to the 1990s), to add to explanations. Describes strategy as, perhaps, the philosopher's stone of management. Picks out some main strands and, by placing them in a broad historical context, tries to illustrate where they build on each other or when they unexpectedly diverged.
Administrating the status quo
Authors: Kippenberger T
Published: May 2004

Provides an important perspective on the subject of strategy. Posits that not many top managers would wish to be described simply as good administrators ‐ although tens of thousands of people each year try to reach MBA standards, not realizing perhaps it is not an MBM, so is administrative rather than management oriented.
Strategies in their time and place
Authors: Kippenberger T
Published: May 2004

Looks at a research study of 50 large corporations to see the response by their managers regarding post‐war US expansion. Lays down that it was a top executive's role to plan and direct the use of resources to meet short‐term and long‐term fluctuations and developments in the market. Does not speculate about growth or its possible end.
Planning ahead in more turbulent times
Authors: Kippenberger T
Published: May 2004

Addresses problems facing an organization in terms of the decisions it must take and identifies four standard types: decisions regarding strategy, policy, programmes and standard operating procedures. Suggests strategic decisions are different, however, because they need to be applied to new contingencies and are, therefore, freshly made each time. Includes a highly descriptive Figure for added emphasis ‐ which is easy to follow ‐ entitled the ‘Ansoff matrix’.
Logical incrementalism
Authors: Kippenberger T
Published: May 2004

Reckons that managers of successful organizations work at guiding these actions and events, proactively ensuring that they move incrementally towards conscious strategies. States, that in practice, strategic management involves senior managers in trying to develop and maintain a coherent and consistent pattern. Concludes that, to be effective in goal setting and managing change, executives have to understand these processes, their meaning and their ramifications.
Falling back on your own resources
Authors: Kippenberger T
Published: May 2004

Points out that managers in the real world study and analyse, strategy, because they want to know what to do, but more than that, they need to know how to decide what to do. Describes the rationalist approach as an essentially prescriptive one and maintains that although the criticisms of the rationalist approach have been well aired, it remains the most prevalent method of formulating strategy today. Believes that a successful strategy is established by a company through ‘understanding its own capabilities, and relating them to the business environment they face’.
Corporate strategy and parenting advantage
Authors: Kippenberger T
Published: May 2004

Suggests that the key question for multibusiness companies — companies whose constituent businesses are diverse in nature and operate in several different marketplaces — is not which business to be in, nor how to structure them, nor even what size they should be: but how the parent company creates a strategy which adds value to constituent businesses. Uses explanatory Figures for emphasis and stresses the need to define business unit boundaries and corporate reporting structures with clarity.
Don't wait for the crisis to happen
Authors: Kippenberger T
Published: May 2004

Discusses how IMD's research project in Lausanne has looked at how strategic management can give organizations early warning of potential or impending problems, suggesting there are ways for alert companies to forestall damaging crises. Makes use of Figures and a highlighted box including case studies of sample food hazards and their implications and results. Concludes organizations and companies would be wrong to assume they are risk free.
Applying game theory to strategic moves
Authors: Kippenberger T
Published: May 2004

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 identifying players and relationships. Contends the crux of the issue is that business is co‐operation when it comes to creating a pie and competition when it comes to dividing it up.
From ‘I’ to ‘we’
Authors: Kippenberger T
Published: May 2004

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 against the inertia which can stifle progress. Uses a Figure and a highlighted box for added emphasis.
Reinventing the wheel of management
Authors: Gould B
Published: May 2004

Postulates that empowerment can be seen as a recent reincarnation of a participative approach that previous managers, in epochs past, have found themselves having to create to match the circumstances of the time. States managers in successive generations have independently recreated empowerment and other management techniques again and again, so they could adapt to the current circumstances of the time. Uses a table to describe measurement systems. Suggests that management of the business and its work must be closely integrated with management of the people who do that work.
Social capital: trading and mixing knowledge
Authors: Gould B
Published: May 2004

Acknowledges mixing knowledge depends on people being able to work together, to understand each other and to rely on each other — the outcome is new knowledge. Determines that social capital exists both inside and outside organizations, arguing that organizations are better than markets at developing social capital. Includes a Figure showing intellectual capital from social capital — to aid in explanation.
Best practices II
Authors: Gould B
Published: May 2004

Suggests that 50% of people in business refuse to accept the strong evidence that good people management practices lead to higher profits — long‐term, but 50% of organizations accepting proof go on to make only one single change. Lists out seven mutually dependent practices that make up high performance people management. Concludes that courage is needed to overcome barriers to best people management.
Meshing business and people strategies II
Authors: Gould B
Published: May 2004

Submits that sustained competitive advantage depends not on finance alone, but requires effective people processes and organization. Makes use of a Figure to show the people process model. Comments on performance appraisal as it is a key process and central to many aspects of organizational performance and the employee relationship, plus appraisal always involves managers. Concludes line manager support is essential for people processes successfully to embed.
Business flexibility and employee co‐operation
Authors: Gould B
Published: May 2004

Determines that although organizations want their employees to be loyal and committed to their work — they also want employees who have good collaborative working relationships with all the various strands of company areas of contact. Posits that organizations are better able to move employees from one employment deal to another as transitions occur, leaving employee commitment and trust intact or strengthened. Investigates rhetoric, particularly two types: aspirational rhetoric; and presentational rhetoric — and says that once employees smell rhetoric they may believe that top management has mismanaged the organization.
Relationship marketing and human capital
Authors: Gould B
Published: May 2004

Defines five interlinked markets that help to deliver customer value: supplier markets; recruitment markets; internal markets; referral markets; and influence markets. Uses a six markets framework of relationship marketing employing a Figure to aid in explanation. Confirms that current thinking and research agree that the prime concern of internal marketing is to get all employees to adopt a customer‐supplier service ethos, relative to others in the organization.
Dangerous enough to be useful?
Authors: Gould B
Published: May 2004

Identifies eight qualities that lead to excellence and financial success — of which the dominant theme was the human dimension. Reckons messages appeal to managers’ values and emotions, if so, then all the social science evidence that can be assembled against it becomes relatively unimportant. Proposes that higher needs cannot be directed and controlled by management in the same way as lower needs.
Planned change: Kurt Lewin's legacy
Authors: Kippenberger T
Published: May 2004

Discusses German‐born psychologist Kurt Lewin's work in the field of organizational development and change and how he influenced those two. Pinpoints two of his ideas ‐ a force field and change as a three‐point process, and examines these in detail. States there is much still to be obtained from Lewin's ideas ‐ especially with regard to motivation of people.
The missing element in change programmes: common sense: uncommon in practice
Authors: Kippenberger T
Published: May 2004

Gives three key messages to give to front‐line employees and these are: communicate only facts; communicate face to face; and target front‐line supervisors. Includes, for effect and information a Figure of ‘Maslow's Hierarchy of Needs’. Recommends the need for commonsense and not to ignore problems when they appear with front‐line workers.
A different approach to change in Spain: the case of Alcatel Standard Eléctrica SA (ASESA)
Authors: Kippenberger T
Published: May 2004

Spotlights Alcatel Eléctrica SA (ASESA), the Spanish subsidiary of Alcatel NV, a world leader in telecommunications equipment. Looks in depth at ASEA's beginnings and how it has progressed to the present day with various change plans ‐ some successful and some not ‐ the stakeholder plan being the highlighted one. Concludes, as with all examples of change, each is context specific.
What can be learnt from the Japanese?
Authors: Kippenberger T
Published: May 2004

Demonstrates that leaders of Japanese companies seem to have a different approach to strategy than their Western counterparts. Forecasts many basic Western strategy concepts would need to be rethought owing to what had been found from research evidence. Concludes Western companies often do not lack resources, what they lack is real ambition ‐ and also to display a mindset that is both risk and commitment averse.
Organizational culture I: the organization as unwritten rules
Authors: Kippenberger T
Published: May 2004

Concludes that the nature of organizations, as in all spheres of activity involving humans, is to have unwritten rules and procedures of the game. Cites a global consumer products company whose three top‐level policies are listed out in full. Spotlights a Figure showing written rules to damaging behaviour. Highlights, in a shaded box, the rules of the game appraisal, with six steps. Concludes unwritten rules cannot and should not be eliminated but do need to be brought back into step with the game's written rules.
Individual and Co.: the third epoch
Authors: Gould B
Published: May 2004

Proclaims present‐day managers have unconsciously inherited an approach to organizations that is of rapidly declining relevance. States some managers have moved beyond the old management practices and organizational assumptions and it seems that the impending death of the large organization has been somewhat exaggerated, as they can be big and also small. Believes that the individualized corporation succeeds through three basic capabilities: individual initiative; leveraging knowledge; and continuous renewal. Uses a Table showing the relevant process. Concludes top management must be prepared to question all that has been the basis of past success, identifying, in broad strategic terms, successful development's new paths.
Imagining the virtual organization
Authors: Gould B
Published: May 2004

Argues that the virtual organization is a creature of the mind ‐ not so much a concrete, easily identifiable type of organization ‐ as it is a management perspective or framework. Contends the imaginary organization (IO) has much in common with federations, where members cede some of its autonomy to a greater whole. Looks at typical forms of IO, based on research and consulting experience. Figures add depth to the arguments. Stresses the IO leader must take the lead in developing shared infrastructures and systems, protocols for customer relations, and investment in involvees.