C O V E R S T O R I E S R O U N D TA B L E C O M M E N TA R Y Transatlantic Divergence in GE/Honeywell: Causes and Lessons BY DONNA E. PATTERSON AND CARL SHAPIRO welcome, even when they are predicted to cause leading firms to gain market share. Second, the procedures in place in Europe contributed to the ability of the Competition Commissioner to block the proposed merger of GE and Honeywell based on dubious economic grounds and very weak evidence. In particular, the absence of timely
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exist when a global firm attempts to implement an HR portal around the world. Thus, this article will present a model that (1) integrates change management theories and IT user acceptance models and (2) illustrates the ways in which change management plans may need to be adapted to be effective in various subsidiaries. A case study of Hewlett-Packard’s (HP’s) worldwide implementation of their @HP Employee Portal in the Italian subsidiary of HP illustrates the key issues of these theories. © 2005 Wiley
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Analyzing Your Competition Overview Almost everyone in business understands the principle of trying to offer something better than what their competitors are offering. Gaining an advantage is the key to success and even survival. But many of the so-called advantages that businesses rely on are not sustainable. They can be easily copied, stolen or negated. Real competitive advantages — things like brand name recognition, patented manufacturing processes or exclusive rights to a scarce resource —
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TABLE OF CONTENTS S.No. | TOPIC | PAGE NO. | 1 | Introduction | 4 | 2 | Succession Planning | 5 | 3 | The Tata Tale | 8 | 4 | Leadership at Tata | 10 | 5 | Succession Planning Strategies within Tata Group | 13 | 6 | The Mistry Angle | 16 | 7 | Challenges before Mistry | 19 | 8 | … And Why he will survive | 20 | 9 | The Way Ahead | 21 | 10 | Conclusion | 25 | 11 | Appendix: Sample Succession Planning Forms | 26 | INTRODUCTION Look at any research worth its salt and one
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More Praise for Chaotics from Around the World “Turbulence is erratic—and it’s unpredictable. Nevertheless, we must handle it. In Chaotics, Kotler and Caslione don’t just remind us to pay attention to early signs; they give business leaders an outstanding map for how to successfully navigate a company through crises.” —Friedrich von Metzler, Member, Partners’ Committee, B. Metzler seel. Sohn & Co. Holding AG “Turbulence and unpredictability are the inevitable realities of the next few years. We
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BUSINESS STRATEGY OTHER ECONOMIST BOOKS Guide to Analysing Companies Guide to Business Modelling Guide to Business Planning Guide to Economic Indicators Guide to the European Union Guide to Management Ideas Numbers Guide Style Guide Dictionary of Business Dictionary of Economics International Dictionary of Finance Brands and Branding Business Consulting Business Ethics Business Miscellany China’s Stockmarket Dealing with Financial Risk Future of Technology Globalisation Guide to Financial Markets
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CHAPTER 8 Market Segmentation, Targeting, and Positioning CHAPTER OVERVIEW Chapter 8 shows different approaches that companies can take to a market in order to best serve customer and company needs. It begins with a brief overview of three marketing approaches that companies can take: mass marketing, product-variety marketing, and target marketing. A fuller discussion details the three steps of target marketing, beginning with market segmentation: dividing a market into groups that
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CHAPTER 8 Market Segmentation, Targeting, and Positioning CHAPTER OVERVIEW Chapter 8 shows different approaches that companies can take to a market in order to best serve customer and company needs. It begins with a brief overview of three marketing approaches that companies can take: mass marketing, product-variety marketing, and target marketing. A fuller discussion details the three steps of target marketing, beginning with market segmentation: dividing a market into groups that
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concern, the firm must sustain this process of creating and capturing value over time. Within this framework, the plan by which value is created on a sustained basis is the firm’s Marketing Strategy. Marketing Strategy involves two major activities: (i) selecting a target market and determining the desired positioning of product in target customers’ minds and (ii) specifying the plan for the marketing activities to achieve the desired positioning. Figure A presents a schematic describing a general
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exist when a global firm attempts to implement an HR portal around the world. Thus, this article will present a model that (1) integrates change management theories and IT user acceptance models and (2) illustrates the ways in which change management plans may need to be adapted to be effective in various subsidiaries. A case study of Hewlett-Packard’s (HP’s) worldwide implementation of their @HP Employee Portal in the Italian subsidiary of HP illustrates the key issues of these theories. © 2005 Wiley
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