• strategy

    Balancing mature and emerging businesses

    by  • May 22, 2014 • Business model, strategy

    Mature businesses typically attempt to grow by exploring new businesses opportunities. However, in their pursuit they often encounter structural problems which rise from diverse business needs, both in their existing operations and in potential emerging businesses. The existing business guarantees returns and emphasises efficiency, whereas emerging businesses demand innovativeness and are often under threat...

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    Company as a repertoire of knowledge

    by  • April 7, 2014 • strategy

    According to Knowledge-Based View (KBV) theory, knowledge is the most strategic resource of the company. This perspective models the company as a repertoire of knowledge residing in individuals and the reason firms exist is to integrate such knowledge effectively and efficiently for the production of services and goods. To facilitate such integration, knowledge transfer...

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    Strategizing global expansion

    by  • November 13, 2013 • Business model, strategy

    We define six key factors which should be kept in mind while pursuing global expansion. Getting them ‘right’ is critical for for a successful internationalization strategy and they include: Strong rationale for global expansion and where to expand. Which activities to engage in when operating in a foreign country, in terms of value constellation...

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    How to determine an optimal strategy choice

    by  • May 22, 2013 • Readings, strategy

    In the process of strategy formulation a company is often faced with multiple strategy choices. These are all based on thorough strategy analyses of the external environment as well as its internal situation. A key question then is how to choose amongst several strategic choices available to the firm. A logical path would be to choose the one(s)...

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    Reflections on succession and growth in family businesses

    by  • May 13, 2013 • Readings, strategy

    Growth is tricky in family owned businesses and is quite different from corporate growth. Family and business overlap can be very dangerous, if not managed carefully. Because one is typically emotionally driven and subconscious whereas the other is task based and conscious. When a sudden leadership vacuum is created (e.g. by illness or death)...

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    How to internationalize a SME?

    by  • April 29, 2013 • Innovation Series, Readings, strategy

    The initial questions to answer are what we should internationalize; whether it is a technology or a market roll-out. The main concerns are quite different in both the options, e.g. in technology roll-out developing partners/R&D are crucial whereas in market roll-out opening of sales offices/distributors are of major concern. Once defined, then the company...

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