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Subject(s)
Human resources management/organizational behavior; Strategy and general management
Keyword(s)
executive coaching, leadership, leadership development
Volume
5
ISSN (Print)
1727-4192
Subject(s)
Finance, accounting and corporate governance
Journal Pages
78–79
Subject(s)
Strategy and general management
Keyword(s)
creativity, strategy, decision making, innovation
"Think outside the box" is the slogan of countless creativity experts who rightly connect creative thinking to corporate innovation. Jörg Reckhenrich, Martin Kupp and Jamie Anderson advocate, instead, that you think outside the canvas. A review of the thinking of the German artist, Joseph Beuys, shows how managers can unleash bold new ideas.
© 2009 The Author Journal compilation © 2009 London Business School
Volume
20
Journal Pages
68–73
Subject(s)
Economics, politics and business environment
Keyword(s)
EC competition policy, merger, economic methods
JEL Code(s)
L41, L42, K21
Secondary Title
Economic theory and competition law
Pages
3–19
ISBN
978 1 84720 631 2
Subject(s)
Entrepreneurship
Keyword(s)
start-up, career planning, South Africa, real estate, entrepreneurship, fractional ownership, marketing, marketing communications, financial planning & budgeting, business planning, career planning, work-life balance, dual careers, venture capital
During the last two weeks of December 2005, the four founding partners of the Rare Find, based in Cape Town, South Africa, were all on the road following up business ideas. Nearly all of these ideas had resulted from a well-placed magazine article in one of the South Africa's leading real estate publications several months earlier.
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Subject(s)
Entrepreneurship
Keyword(s)
start-up, career planning, South Africa, real estate, entrepreneurship, fractional ownership, marketing, marketing communications, financial planning & budgeting, business planning, career planning, work-life balance, dual careers, venture capital
The Christmas break had provided some badly needed time for the four partners to check some of their initial assumptions and conclusions about how to realize the Lifestyle Portfolio opportunity. While still committed to the basic directions set earlier, they had nevertheless agreed to check the financial implications of some key alternatives.
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Subject(s)
Entrepreneurship
Keyword(s)
start-up, career planning, South Africa, real estate, entrepreneurship, fractional ownership, marketing, marketing communications, financial planning & budgeting, business planning, career planning, work-life balance, dual careers, venture capital
In early January 2006, the four partners knew that if any changes were made in the approach they had been taking in the months before Christmas (see The Rare Find A), they would also have to make some changes in the December draft of their marketing brochure.
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Subject(s)
Entrepreneurship
Keyword(s)
start-up, career planning, South Africa, real estate, entrepreneurship, fractional ownership, marketing, marketing communications, financial planning & budgeting, business planning, career planning, work-life balance, dual careers, venture capital
The conversations the four partners had in early January about the Lifestyle Portfolio Project had highlighted the essence of the trade-offs between potential benefits and rewards to fractional owners, financial investors, if there were to be any, and themselves.
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Subject(s)
Economics, politics and business environment
Secondary Title
Globalisierung aus unternehmensstrategischer Sicht
Pages
181–186
ISBN
978–3791028699
Subject(s)
Strategy and general management
Keyword(s)
competitive strategy, industry analysis, telecommunications industry, industry dynamics, PESTER, five forces, positioning, marketing, mobile communication, quadruple play, core competencies, competitive advantages, convergence
This case study provides a discussion of how Virgin Mobile, an innovative virtual mobile network operator, has developed a unique position in the UK market through unique positioning and strong business system fit. The first section of the case discussion focuses on the rather innovative Virgin Mobile's business model and strategy and the firm's underlying business activities that provided a uniquely differentiated positioning in the UK mobile telecommunications sector up until mid 2005. The second section explores how Virgin Mobile was able to achieve sustainable competitive advantage over the period from 1999 to 2005, but then turns to an analysis of how the firm's competitive advantage has been eroded by changes in regulation and a shift in the competitive environment.
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