Pub Date : 2000-04-01DOI: 10.1108/EUM0000000006750
T. Kippenberger
Declares that such global goliaths as Coca‐Cola and Procter & Gamble have been surprised how indigenous, local companies have speedily fought back to create competitive markets. Demonstrates three components local companies need to exploit their competitive success to advantage: unique perceived value; cultural capital; and targeting and positioning. Looks at empowerment of local firms and competitive strategies for local companies. Employs a Figure showing pressures for globalization. Concludes with four alternative strategies for local companies to defend, extend, dodge, or contend their market position: defenders; extenders; dodgers; and contenders. Sums up that perhaps globalization may not be as simple as it once seemed.
{"title":"Emerging strategies for local companies","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006750","DOIUrl":"https://doi.org/10.1108/EUM0000000006750","url":null,"abstract":"Declares that such global goliaths as Coca‐Cola and Procter & Gamble have been surprised how indigenous, local companies have speedily fought back to create competitive markets. Demonstrates three components local companies need to exploit their competitive success to advantage: unique perceived value; cultural capital; and targeting and positioning. Looks at empowerment of local firms and competitive strategies for local companies. Employs a Figure showing pressures for globalization. Concludes with four alternative strategies for local companies to defend, extend, dodge, or contend their market position: defenders; extenders; dodgers; and contenders. Sums up that perhaps globalization may not be as simple as it once seemed.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"111 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124741984","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2000-04-01DOI: 10.1108/EUM0000000006754
T. Kippenberger
Suggests that multinationals' big problem is a lack of leadership talent and that it is increasingly difficult to find and keep the right people needed to run operations in emerging markets. Highlights Shell and Honeywell in shaded boxes for examples of retaining talent. Concludes multinationals have to offer better salaries and increases to retain their high fliers and incentives need to be loaded towards retention; for example, non‐transferable stock options, subsidized housing, and repatriation bonuses.
{"title":"Finding and keeping the necessary talent","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006754","DOIUrl":"https://doi.org/10.1108/EUM0000000006754","url":null,"abstract":"Suggests that multinationals' big problem is a lack of leadership talent and that it is increasingly difficult to find and keep the right people needed to run operations in emerging markets. Highlights Shell and Honeywell in shaded boxes for examples of retaining talent. Concludes multinationals have to offer better salaries and increases to retain their high fliers and incentives need to be loaded towards retention; for example, non‐transferable stock options, subsidized housing, and repatriation bonuses.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"1997 12","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"113966417","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2000-04-01DOI: 10.1108/EUM0000000006748
T. Kippenberger
Weighs up that, in the face of increasingly complex technologies and economies, the way that individual multinational companies (MNCs) respond reflects the varied historical backgrounds in which they are rooted. Details corporate governance and finance in the three main areas: the USA; Germany; and Japan. Summarizes that MNCs are rooted in their own cultural, historical and economic heritage.
{"title":"The mythical global corporations","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006748","DOIUrl":"https://doi.org/10.1108/EUM0000000006748","url":null,"abstract":"Weighs up that, in the face of increasingly complex technologies and economies, the way that individual multinational companies (MNCs) respond reflects the varied historical backgrounds in which they are rooted. Details corporate governance and finance in the three main areas: the USA; Germany; and Japan. Summarizes that MNCs are rooted in their own cultural, historical and economic heritage.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127157515","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2000-04-01DOI: 10.1108/EUM0000000006747
T. Kippenberger
Describes the world's largest companies as being in a state of flux. Acknowledges that the various ways in which companies have responded strategically and organizationally to conflicting pressures have led to radically different degrees of success — even within same industries. Determines there are three types of large organization which vary widely in approach to strategic positions, organizational structures and management processes: multinationals; global companies; and international companies. Makes great use of six Figures as an aid to explanation of the points made herein. Concludes transnational organizations are complex to organize and manage — but to succeed they must justify the effort involved in meeting the challenges.
{"title":"Managing companies in the global marketplace","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006747","DOIUrl":"https://doi.org/10.1108/EUM0000000006747","url":null,"abstract":"Describes the world's largest companies as being in a state of flux. Acknowledges that the various ways in which companies have responded strategically and organizationally to conflicting pressures have led to radically different degrees of success — even within same industries. Determines there are three types of large organization which vary widely in approach to strategic positions, organizational structures and management processes: multinationals; global companies; and international companies. Makes great use of six Figures as an aid to explanation of the points made herein. Concludes transnational organizations are complex to organize and manage — but to succeed they must justify the effort involved in meeting the challenges.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130055031","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2000-04-01DOI: 10.1108/EUM0000000006752
T. Kippenberger
States cultural differences affect the process of doing business and managing but does warn that US solutions do not always solve other nation's dilemmas. Employs three Figures showing the differences in cultural areas. Identifies five ways people relate to each other: rules versus relationships; me versus us; specific versus diffuse; neutral versus showing emotion; and status being — or doing. Suggests that thinking about situations in one's own life can help the understanding of behaviours that seem different from one's own.
{"title":"Global economy possibly, but cultural diversity certainly","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006752","DOIUrl":"https://doi.org/10.1108/EUM0000000006752","url":null,"abstract":"States cultural differences affect the process of doing business and managing but does warn that US solutions do not always solve other nation's dilemmas. Employs three Figures showing the differences in cultural areas. Identifies five ways people relate to each other: rules versus relationships; me versus us; specific versus diffuse; neutral versus showing emotion; and status being — or doing. Suggests that thinking about situations in one's own life can help the understanding of behaviours that seem different from one's own.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"195 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114144304","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2000-04-01DOI: 10.1108/EUM0000000006745
T. Kippenberger
Posits that, during the 1980s, many Western multinational corporations (MNCs) were seen as lumbering giants, going the same way as dinosaurs. Looks at globalization and its effects, with particular events from the protest in Seattle, in 1999, where 50,000 protestors against the WTO were involved in riots. Highlights, in four shaded boxes, various examples from India of globalization and its effects. Sums up that a constant reappraisal situation needs to exist to enable understanding of the global economy.
{"title":"It's tough out there, and likely to get a lot tougher yet","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006745","DOIUrl":"https://doi.org/10.1108/EUM0000000006745","url":null,"abstract":"Posits that, during the 1980s, many Western multinational corporations (MNCs) were seen as lumbering giants, going the same way as dinosaurs. Looks at globalization and its effects, with particular events from the protest in Seattle, in 1999, where 50,000 protestors against the WTO were involved in riots. Highlights, in four shaded boxes, various examples from India of globalization and its effects. Sums up that a constant reappraisal situation needs to exist to enable understanding of the global economy.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"40 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129342112","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2000-02-01DOI: 10.1108/EUM0000000006737
T. Kippenberger
Reckons that success in e‐commerce or e‐business means companies' strategy must be to use 50% of their technology budget on customer nurturing. Highlights eight factors for success which companies should take: find out who customers are and target them; look after every stage of the customer's experience; streamline the processes that the customers touch; ensure employees have relevant customer information; make self‐service quick and easy for customers; understand business customer's needs; personalize service; and create community by nurturing a customer base sharing common interests. Employs a shaded panel highlighting American Airlines; Boeing; and Tripod showing how they use the World Wide Web to their advantage.
{"title":"From lip service to reality","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006737","DOIUrl":"https://doi.org/10.1108/EUM0000000006737","url":null,"abstract":"Reckons that success in e‐commerce or e‐business means companies' strategy must be to use 50% of their technology budget on customer nurturing. Highlights eight factors for success which companies should take: find out who customers are and target them; look after every stage of the customer's experience; streamline the processes that the customers touch; ensure employees have relevant customer information; make self‐service quick and easy for customers; understand business customer's needs; personalize service; and create community by nurturing a customer base sharing common interests. Employs a shaded panel highlighting American Airlines; Boeing; and Tripod showing how they use the World Wide Web to their advantage.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132362330","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2000-02-01DOI: 10.1108/EUM0000000006734
T. Kippenberger
Forecasts that virtual assets — knowledge and information — will transform the way business is undertaken, requiring the business success rulebook to be rewritten. Posits that both the ‘virtual economy’ and the ‘virtual company’ are fast becoming a reality, stimulated by technological changes. Recounts that there are four ways of the information revolution affecting many different business functions: research and development; manufacturing; distribution; and marketing. Concludes the information revolution helps to provide a timely reminder that the changes taking place in business go far beyond just a discovery of new retailing ways.
{"title":"Welcome to a virtual world","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006734","DOIUrl":"https://doi.org/10.1108/EUM0000000006734","url":null,"abstract":"Forecasts that virtual assets — knowledge and information — will transform the way business is undertaken, requiring the business success rulebook to be rewritten. Posits that both the ‘virtual economy’ and the ‘virtual company’ are fast becoming a reality, stimulated by technological changes. Recounts that there are four ways of the information revolution affecting many different business functions: research and development; manufacturing; distribution; and marketing. Concludes the information revolution helps to provide a timely reminder that the changes taking place in business go far beyond just a discovery of new retailing ways.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"30 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130961307","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2000-02-01DOI: 10.1108/EUM0000000006739
T. Kippenberger
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 medium; trying too hard to please everyone; when technology rules supreme; when marketing takes the reins; the introverted Website; and believing you know best. Uses Figures and highlighted boxes to add emphasis to the article. Sums up that the period from 2000 to 2005 will see an exponential shift, wiping out most of today's business processes.
{"title":"Becoming an e‐business","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006739","DOIUrl":"https://doi.org/10.1108/EUM0000000006739","url":null,"abstract":"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 medium; trying too hard to please everyone; when technology rules supreme; when marketing takes the reins; the introverted Website; and believing you know best. Uses Figures and highlighted boxes to add emphasis to the article. Sums up that the period from 2000 to 2005 will see an exponential shift, wiping out most of today's business processes.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"67 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127989004","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2000-02-01DOI: 10.1108/EUM0000000006743
T. Kippenberger
Notes that, in 1999, there were an estimated 90 million PCs in the world — but 900 million TV sets! Looks at the future for mature, truly open, electronic buying through the TV's remote control and states this progressive idea will work for everyone locally and every day. Offers much thought for the future.
{"title":"Truly open markets for everyone","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006743","DOIUrl":"https://doi.org/10.1108/EUM0000000006743","url":null,"abstract":"Notes that, in 1999, there were an estimated 90 million PCs in the world — but 900 million TV sets! Looks at the future for mature, truly open, electronic buying through the TV's remote control and states this progressive idea will work for everyone locally and every day. Offers much thought for the future.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114419241","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：