Search

This book examines returns on experience and managerial practices to generate deeper collaboration, intensify co-creation, support start-ups and established companies to explore, develop, and accelerate their projects thanks to open labs (living labs, fab labs, coworking spaces,'third spaces', etc.). Open labs are the beatbox to create a rhythm in ecosystems and make all stakeholders move forward, faster, together. This book proposes a framework to understand how open labs, innovation hubs, and collaborative spaces contribute to ecosystems.The book looks beyond the short-term effects of open labs and identifies four main dimensions: communities, physical spaces, events, and portfolios of services offered to private businesses, entrepreneurs, and start-ups, established companies, or public institutions. Drawing on extensive field research lasting over five years, with more than 40 cases and more than 200 interviews plus direct observation within different environments, this edited book investigates how managers run these labs, and how'users'or'clients'evolve when benefitting from their services. All chapters analyse how an actual management impacts the dynamics of communities, how it shapes the co-evolution between open labs and their ecosystems, and how the management of the physical space impacts the mission of the lab and its role in the ecosystem.Open Labs and Innovation Research is written for scholars and researchers in the fields of innovation studies and management science. This book can also inform teaching, public policymaking, and professional practice.

Prior to liberalization, there was little scope for predatory behaviour in the aviation market. However, following deregulation, new entrants sought to compete with entrenched incumbents. Low-cost carriers (LCCs) gained significant market share, which in turn provoked many different kinds of defensive response. Having put pressure on established carriers, low-cost airlines are themselves feeling the pressure of competition from new operators. While it is normal and natural for airlines to react to competition - modifying their services, the ways in which they offer them and their prices - when does aggressive commercial behaviour go too far and become predation? This book considers what exactly is meant by'predation'in the aviation environment, and explores the strategies LCCs adopt in order to gain market share, as well as the strategies of the established airlines in response to competition from new entrants to the market. It also addresses the key question of what competition policy should do to ensure intensive competition. Competition versus Predation in Aviation Markets brings together contributions from around the world, from airlines, government agencies, leading academics and consultants, providing a wealth of perspectives on a business practice crucial to airline survival.

This tour d'horizon book reviews airport regulation and competition in different regions of the world and contrasts different policy perspectives. Organized in four parts, the first three examine, in turn, Australasia, North America, and Europe, while the last section looks at the institutional reforms that have taken place in these regions. The book covers the regulation of airports, and competition in different regions, as well as privatization policy, the interaction between airports and airlines, and regional economic impacts. It also examines the linkages between governance structures and forms of regulation. The book's global sweep embraces all the large aviation markets, bringing together the ideas and challenges of academic economists, airlines, airport managers, consultants and government regulators. As well as looking at different methods, degrees and paradigms of regulation it also spells out the stress-points, in a way that makes essential reading for airport operators, airline operations staff, as well as academic economists concerned with transport studies. It also offers interesting reading and important lessons for those concerned with regulation of the utility industries such as, telecommunications, water and power generation and distribution - where infrastructure can be subject to natural monopoly characteristics and where firms competing in downstream markets are dependent on the investment and operational strategies of the upstream infrastructure operator.

Deep Stall applies a framework of strategic analysis to the Boeing Company. Boeing is the world's largest aerospace / defence company, with turnover in the region of US $60bn. The book examines the relative decline of Boeing in the civil aircraft market in relation to European manufacturer, Airbus. The aim of the book is to utilize the concept of strategic value to explain Boeing's decline. The authors define this concept as investment in people and technology to leverage future market success by developing innovative new products, arguing that Boeing has neglected strategic value in favour of shareholder value, defined in terms of short-term cash benefits. The rationale for the book exists both in the fact that the story in itself is interesting and also in the wider framework of analysis concerning the correct strategic approach for running a high technology business. The argument illustrates what can happen when quarterly returns become the predominant strategic rationale for a company. In the U.S. the business media (Economist, Forbes, Fortune, and Business Week etc) are now focusing on the question of Boeing's decline and the major implications for the U.S. national interest. Boeing is one of the jewels in the US technology crown, but today U.S. jobs and capability are being exported abroad, with most of its aircraft program work based in Asia. This is a hot topic in the US which explains why the business media are now so interested in this question. The book sits squarely in the centre of this debate. Deep Stall concludes with a brief analysis of the recent fight-back that has been evident in Boeing's fortunes and the successful campaign to sell the new 787. The authors probe the question of whether Airbus or Boeing is likely to dominate in the next ten or fifteen years.

Accountable Marketing is designed to be the definitive volume on the emerging role of accountability and performance metrics in marketing. Sponsored and developed by the Marketing Accountability Standards Board (MASB), it provides a multi-disciplinary, international perspective on this topic of critical importance.Stewart and Gugel have curated the work of several leading marketing, finance and accounting professionals and academics on the topics of marketing accountability and financial reporting to create a volume that represents the best of MASB's work over the last few years. The book not only emphasizes the importance of accountability in the marketing function, but also creates a dialogue among academics and practitioners about the importance of marketing in driving consistent growth in the organization, and the ways in which improved methods for measuring and forecasting contribute to the effectiveness of these marketing activities.This book marks the first-ever reference point for practicing professionals, faculty and students interested in marketing accountability, the development of standards for marketing reporting, and developing stronger linkages between marketing activities and outcomes, and the financial performance of the firm.

Dozens of lively international case studies that help readers put core marketing principles in a real-world context From market research to positioning and brand management to customer relations, marketing is the engine that drives innovation and growth in the modern business organization. This latest addition to the acclaimed Pathfinder series, like its popular predecessor, The Strategy Pathfinder, features a unique blend of core concepts and brief, international case studies. A refreshing contrast to traditional marketing texts and references, which tend to be prescriptive and directive, The Marketing Pathfinder offers professionals and marketing students alike an effective way to contextualize the marketing decisions they'll make in the real world of business. Not another one-size-fits-all marketing toolkit, The Marketing Pathfinder functions as a dynamic, interactive resource Each chapter presents a set of core concepts, frameworks, and tools, followed by five or more short, lively international case studies illustrating how the concepts and tools can be applied in the real world The case studies are specifically designed to encourage readers to pursue additional independent research and to encourage them to articulate and defend their decisions Throughout, the emphasis is on the reader as a marketing professional in the thick of it and responsible for the decisions they make

Local Government is an area where management skills are tested to the extreme. With political considerations evident both locally and nationally, managing resources can be complex and subject to change. This book introduces new concepts and new ways of doing business that can greatly enhance the value of the services a local government provides to its citizens, without putting a greater financial burden on taxpayers. Padovani and Young present out-of-the-box thinking based on solid research and experience to discuss topics such as: Incorporating outcome indicators into strategic planning and budgeting Building a LG's budget with ‘cost drivers'Expanding the concept of ‘enterprise funds'Assessing and better managing the risk associated with outsourcing Using the concept of ‘shadow pricing'to compare public with private sector costs for services This book is a must-read for students of public administration and management, senior and middle managers in local governments around the world, and citizens who are concerned with more effective management of their local government's programs and services.A list of suggested extra case studies for each chapter, and a description of the process to follow for ordering them, may be obtained by sending an email to CrimsonCenter@cs.com. You should request the document'Case Study Suggestions for Managing Local Governments'.

In Hard Knocks MBA, author David W. Miller II presents a fascinating and compelling true story of his rise from a single-parent up bringing in a duplex on the other side of town to being worth millions and then losing it all at the tender age of 40. Miller shares the things that made him RICH, the things that made him BANKRUPT, and the LESSONS learned along the way. This book is his real-world MBA. Learn from his advice and prosper.

The Comprehensive Resource for Designing and Implementing MSG Processes As organizations strive to make the best possible decisions on critical issues such as compensation, succession planning, staffing, and outplacement, they have increasingly turned to multisource feedback (MSF) for answers. But while use of MSF (or 360-degree) systems has proliferated rapidly, understanding of its complexities has not3/4and many companies are moving forward with MSF amid a dangerous void of systematic research and discussion on this powerful process. The Handbook of Multisource Feedback provides the most comprehensive compendium available of current knowledge and practice in MSF. The volume's diverse group of contributors3/4which includes renowned academics, practitioners, and applied researchers3/4represents the acknowledged thought leaders in the current and future practice of MSF. Through their multiple perspectives, they identify best practices in the design and implementation of MSF processes and offer key guidelines for decision making when using MSF. The book offers solid grounding in the nuts and bolts of MSF data collection and reporting, providing a process model that leads the reader step-by-step through each phase of an MSF system. It details the developmental and decision-making uses of multisource feedback, describing MSF applications for improving executive development, organization development and change, teams, performance management, personnel decision, and more. And it addresses the realities of system forces that influence MSF processes, including legal, ethical, and cross-cultural issues. The Handbook of Multisource Feedback will provide an ideal one-stop reference for practitioners, researchers, consultants, and organizational clients who need to understand the challenges of using multisource feedback. The Editors David W. Bracken, is director of research consulting at Mercer Delta Consulting group, LLC. His twenty-two years of practice have included multisource feedback systems, individual and organizational assessments, performance management, and management development. Carol W. Timmreck, is an organization development consultant at Shell Oil Company. She is a cofounder of the Multisource Feedback Forum, a consortium of organizations with active MSF processes. Allen H. Church, is a principal consultant in management consulting services at PricewaterhouseCoopers, specializing in multisource feedback systems and organizational surveys. He is also an adjunct professor at Columbia University. The complete guide to MSF systems Handbook of Multisource Feedback offers a comprehensive, multiperspective look at the most current knowledge and practice in multisource feedback (MSF) systems. Drawing from extensive research and practice, a diverse group of distinguished contributors presents the'best practices'in the field and offers pragmatic guidelines for decision making at each step of design and implementation of an MSF process. Contributors include: David Antonioni Leanne E. Atwater H. John Bernardin Scott A. Birkeland Walter C. Borman David W. Bracken Stephane Brutus W. Warner Burke Allan H. Church Jeanette N. Cleveland Victoria B. Crawshaw Anthony T. Dalessio Maxine A. Dalton Mark R. Edwards Ann J. Ewen James L. Farr John W. Fleenor Marshall Goldsmith Glenn Hallam Michael M. Harris Sally F. Hartmann Jerry W. Hedge Laura Heft Mary Dee Hicks George P. Hollenbeck Robert A. Jako Richard Lepsinger Jean Brittain Leslie Manuel London Anntoinette D. Lucia Dana McDonald-Mann Carolyn J. Mohler Kevin R. Murphy Daniel A. Newman David B. Peterson Steven G. Rogelberg James W. Smither Jeffrey D. Stoner Lynn Summers Carol W. Timmreck Carol Paradise Tornow Walter W. Tornow Catherine L. Tyl

Describes the FCC hearings which were designed to determine Comsat's cost of equity. Comsat's risks are examined, and expert testimony is given. Objective of the case is to estimate Comsat's cost of equity.

Disequilibrium in the $350 million TiO2 market has prompted Du Pont's Pigments Department to develop two strategies for competing in this market in the future. The growth strategy has a smaller internal rate of return than the alternative strategy due to large capital outlays in early years and positive cash flows arising only in later years. However, it is the more valuable project on a net present value basis for all discount rates less than 21%. Students are faced with the task of converting strategic plans and objectives into free cash flow projections and determining a breakeven discount rate between these mutually exclusive projects. A decision about which strategy to pursue must then be made. Rewritten version of an earlier case by the same author.

Describes in nonmathematical terms the nature of capital asset pricing model and possible use in estimating a company's cost of equity capital.

There can be no doubt that Japan remains unchallenged as the economic giant of the Pacific. However, the economies of East and South East Asia are increasingly becoming integrated into a broad Pacific Asia region which contains most of the world's fastest growing economies. In Economic and Social Development in Pacific Asia a group of world authorities set the area in its global context and examine the economic emergence of the region. In so doing, they illustrate that despite superficial similiarities, there have been many more differences and it is not possible to offer a model of Asian development. The authors also challenge the perceived wisdom that this dynamic growth is the result of laissez-faire, market-led economies. They argue that on the contrary, there has been a great deal of government intervention, and this growth is actually a result of a policy of guiding the market.

An administrator of a neighborhood health center is considering changing his cost accounting system from a single cost per visit to a cost per visit for each department in the center. Used to illustrate several issues related to cost accounting in health care: decisions on cost objectives and cost centers; overhead allocation mechanisms; the distinction between service and production cost centers; and others. Requires preparation of a simple step-down.

American Home Products is a company with virtually no debt. Students are asked to analyze the company's debt policy and make a recommendation to the CEO. It is likely that adding debt to the capital structure would create some value for shareholders; the CEO is firmly against borrowing.

Demonstrates the interaction of product market and capital market goals.

Describes the development and terms of the largest leveraged buyout up to the date of the case. The main problem is to value the positions of the various participants: lenders, equity holders, investment bankers, and management.

A bank lending officer must decide whether to extend and increase a loan to a small machine tool company. Case provides sufficient data for preparation of cash budgets and pro forma financial statements in order to analyze the lending officer's problem. Other issues that can be addressed include the impact of stock repurchase, dividends, advanced payments by customers, as well as general sensitivity analysis.

Demonstrates how the capital asset pricing model can be used to estimate the impact of financial leverage on the cost of equity capital. The levering and unlevering of betas are illustrated. Also presents a methodology for decomposing the cost of equity into its three components--the risk-free rate, a premium for business, and a premium for financial risk.

Financial vice president is expected to prepare a financing plan for Bio-Tech matching the most recent long-range plans of three operating groups. The latter, however, must be adjusted to take account of recommendations to be made on plant investment of one product group and possible sale of a major division.