“Economic progress, in capital society, means turmoil” Joseph A. Schumpeter
With genuine sorrow we observe the economic downward spiral of increasingly more European Union States and other developed economies. This article explores the causes and characteristics of the developed world’s grown structural difficulties and proposes steps that every economy must have to take in order to resolve it. Rather than to give recommendations how to alleviate symptoms of the world’s economic slowdown this article aims to define the vital steps towards a sustainable solution, point out the painful dilemmas, which will be faced by the developed world, and constitutes a sense of urgency to rapid action.
Emerging-market multinationals (EMMs), which are companies operating in several countries, have during the last decades, attracted substantial attention from western multinationals for their increasing scale on international level. In 2008 the Emerging economies had 70 multinationals in the Fortune Global 500, an increase of 50 from 1998, and an increase of 9 since 2007; clearly demonstrating the pace of the Emerging multinationals. This development has been possible through a high number of mergers and acquisitions, as well as a focus on Capital (Foreign Direct Investments), Talent (workforce), Resources (commodities etc.), new consumers and Innovation.
Worth USD $65bn, and growing faster than the movie industry, the video game segment has one of the biggest impacts on today’s popular culture (Janson, 2011). In this article, we will have a look on Blizzard Entertainment, one of the innovative publishers that released games which played major roles for the notoriety of this business as well as defining its future path. We will assess how the company makes the correct strategic decision by creating a sustainable growth and relationship with their customers. We will mostly discuss its World of Warcraft (referred as WoW later on) game as it makes 1/3rd of Activison Blizzard’s total revenues (Miller, 2012).
Procter and Gamble (henceforth P & G) is one of the largest manufacturers and distributors of consumer products in the world with a global reach for it 300+ brands of 180 countries. During the 1990’s the company made some significant alterations to its corporate strategy; it aimed to reduce its cost structure and develop its differentiated business-level strategy, in an attempt to increase revenues and profits. The rapid development of international markets and globalisation demanded a corporate “shake up”. Moreover, the reduction of trade barriers and tariffs indicated that to retain a competitive advantage globally the company had to develop an effective International strategy, whilst benefitting from economies of scale. Cross-functional integration and speed of innovation increasingly became imperative to corporate strategy. In this article I will look at the key development that took place in thus process and turned P&G into such a powerhouse. Continue reading →
The Subway brand, with its innovative service approach, crafty pricing strategy and delicious meals, has in the last years grown massively; not only in reputation but the chain has also surpassed McDonald’s in having more restaurants worldwide. The chain works with the discipline of operational excellence and has a creative and extraordinary business idea that just amazes me and has really changed my perception of the fast food industry. There are so many fast food chains out there today that are incredible in the way they do business; being innovative seeking to get their customers to buy more and more from them; but Subway, according to many, takes the standard of the fast food industry to other levels and is in a class of its own.
If you think about it, the Subway sandwiches and menu’s are not particularly cheap, and the restaurants does not provide an upscale, chic environment that could please a huge crowd like many of the other popular fast food chains. Yet they always somehow provide a sense of personalisation, belonging and a feeling that they listen and indeed, actually care about what you have to say; all this while being very productive with handling customer requests at the same time. Continue reading →
Customer relationship management applies beyond the traditional product and service offerings. CRM has become a core strategic element of sports clubs that recognise the importance of managing and understanding their supporters. For many fans, the football brand is a passion! Due to their cultural ties and emotional appeal, sports clubs surpass organisations operating outside the realm of sports in brand adoration and loyalty. However, this brand craze creates a complex environment and requires careful management and anticipation. This process is especially difficult in the football industry where competition over followers is fierce. It is evident that football without fans wouldn’t be the sport that it is today; a weak fan base leads football clubs to ruin. Fans, as customers, are the base of the football club’s economic model and should not be taken for granted; they fill up stadiums, buy merchandise, and attract sponsorships. Continue reading →
Zalando GmbH, was founded by David Schneider, and Robert Gentz, in 2008. The company engages in the online retail of apparel and shoes and is based in Berlin, Germany. It is one of the most conspicuous and likewise mysterious start-ups in Germany.
Founded only three years ago, Zalando has become the market leader, mainly due to operational excellence; and partly thanks to fancy television advertising in the online shoe retail market. Revenues in 2010 were 160 Million Euros and are expected to increase at least threefold in 2011.