Competitive Business Management: A Global Perspective

Description

Cover Title Copyright CONTENTS Acknowledgements Preface. Global business management I. From marketing to zero defects product and market-driven management II. The global competitive business management III. Global competition, outside-in management and hybrid innovation IV. Market-driven management and web revolution: global management of price, brand and marketing channels V. Competitiveness, corporate governance, ownership and global markets Part 1: Conceptual Framework 1. Competitive business management and global competition. An introduction 1.1. Globalisation and competition. Emerging issues in global business management 1.2. Market-space competition: competitive landscapes in global firms 1.2.1. Networking and competitive global business management 1.3. Global markets, competitive landscapes and market-driven management 1.3.1. Competitive business management, over-supply and bubble demand 1.3.2. Market-driven management and global economies of scale 1.3.3. From marketing management to market-driven management. competitive customer value 1.4. Competitive global business, market-driven management, product and corporate intangible assets 2. The sharing economy. A new strategy to compete in the global market 2.1. Defining the sharing or collaborative economy 2.2. Spirit of the collaborative economy 2.3. Influence of the open source movement 2.4. Other online economic platforms 2.5. Excess capacity of shareable goods 2.6. Sharing under-used assets 2.7. Lower transaction costs of sharing 2.8. Coverage of the collaborative economy 2.9. The gig economy and freelance workers 2.10. Low rate and simple system in Belgium 2.11. The uberization business model 2.12. Uberization: a capitalism without capital 2.13. Positive impact of the sharing economy 2.14. Environmental impact of the collaborative economy 2.15. Financial impact of the sharing economy 2.16. European participation in the collaborative economy 2.17. Guidelines for regulating the sharing economy 2.18. The EU Commission’s views 2.19. Guidelines for regulating the sharing economy 2.20. The recent decision of the European Court of Justice 2.21. Conclusion 3. Corporate governance, ownership and global markets 3.1. Corporate ownership and capital markets 3.2. Corporate governance and market relations 3.3. Competitive orientation towards the capital market 3.4. Corporate governance in a global perspective 4. Global management and “economic patriotism” 4.1. The “protectionist turn” 4.2. Making sense of the new scenario: the language of mercantilism 4.3. Economic patriotism and territorial loyalty 5. Outside-in open innovation in competitive business management 5.1. Introduction 5.2. Network relations and outside-in perspective in competitive business management 5.2.1. Outside-in capabilities 5.3. Outside-in open innovation 5.4. Conclusions 6. Hybrid innovation in global business management 6.1. Introduction 6.2. Market structure, enterprise dimension and innovation 6.3. Drivers of innovative product and hybrid innovation 6.4. Social innovation and sharing economy 6.5. Innovation, enterprise and territory 7. Global firms and cross-cultural management 7.1. Global firms and cultural environment 7.2. Cultural environment and cross-cultural management 7.3. The role of Hofstede’s organizational culture dimensions on corporate culture 7.4. National culture and corporate culture 7.5. Conclusion Part 2: Managerial Issues 8. Destructuring of marketing channels and growth of multichannelling. In search of a new model for distribution systems 8.1. Introduction 8.2. Overview of marketing channels 8.3. Innovation and changes in marketing channels 8.4. The challenge of multichannelling 8.5. The functional shifting within channels 8.6. Conclusions 9. Large-scale retailers, marketing channels and competitive customer value 9.1. Large-scale retailers and global markets 9.2. Large-scale retailers, market-driven management and competitive customer value 9.3. Large-scale retailers, marketing channels and competitive customer value 10. Business coalitions for sustainable global procurement 10.1. Introduction 10.2. Sustainability and global procurement 10.3. Business-led coalitions for sustainable procurement 10.4. Two examples of successful business-led coalitions for sustainable global procurement 10.5. Concluding remarks 11. Competitive pricing and advance selling 11.1. Introduction 11.2. Competition and pricing policies 11.3. The advantages of advance selling. 11.4. Strategies for advance selling 11.5. Conclusions 12. Brand strategies and market-driven management 12.1. Corporate communications and market-driven management 12.2. The brand in a competitive market orientation 12.3. Market relations and customer value 13. Global firms and new standards of corporate social responsibility 13.1. Corporate social responsibility as a competitive lever 13.2. Costs and benefits of corporate social responsibility 13.3. New standards of corporate social responsibility 13.3.1. The Global Reporting Initiative (GRI) 13.3.2. Accountability 1000 (AA1000) Authors