016-Strategy-500

Spring 1997
Volume 38, Issue # 3

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010-Marketing-500

Hysteresis in Marketing — A New Phenomenon?

  • Research Feature
  • Read Time: 26 min 

A combination of temporary conditions such as environmental factors or price cuts may permanently affect a company’s market share. What causes the phenomenon of hysteresis in marketing? Can companies predict and take advantage of this effect? Equally important, can they avoid becoming its victims?

016-Strategy-500

Strategic Innovation

  • Research Feature
  • Read Time: 46 min 

How can a company successfully attack an established market leader? How can it find new ways to compete that everyone else has missed? By breaking the rules of the game in its industry to find new sources of innovation, says this author. In a study of thirty successful attackers, he identified five ways that they think about and develop a new game plan.

06-Social-Business-500

Management by Maxim: How Business and IT Managers Can Create IT Infrastructures

  • Research Feature
  • Read Time: 36 min 

Creating a business-driven IT infrastructure requires that executives thoroughly understand their firm's strategic context. By formulating a series of business and IT maxims -- short simple statements of the business's positions -- managers can identify the IT infrastructure service suited to their company. Organizational, political, cultural, and reward system issues, as well as a lack of IT leadership, may form implementation barriers.

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020-Innovation-500

Beyond Outsourcing: Managing IT Resources as a Value Center

  • Research Feature
  • Read Time: 36 min 

While outsourcing might be attractive for some parts of a value center, it is not a substitute for crafting a strategy to leverage IT resources for business success. An effective strategy framework recognizes four interdependent sources of value from IT resources and the approaches for managing each source.

07-Operations-500

The Bullwhip Effect in Supply Chains

  • Research Feature
  • Read Time: 25 min 

Distorted information from one end of a supply chain to the other can lead to tremendous inefficiencies: excessive inventory investment, poor customer service, lost revenues, misguided capacity plans, ineffective transportation, and missed production schedules. What happens when a supply chain is plagued with a bullwhip effect that distorts its demand information as it is transmitted up the chain? How do exaggerated order swings occur? What can companies do to mitigate them?