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A rare privilege

Returns go where there is scarcity. The land in Champagne is intrinsically scarce. Other factors can be made scarce, or to cease to be scarce, as the history of broadcasting tells us.

Passes and returns

Dalglish arrives at Newcastle and Horlick moves to ABN Amro. The common theme: do teams, or individuals, capture the returns to outstanding performance?

What’s in a name?

What is a brand? Sometimes it is a quality certificate and sometimes, simply part of the product itself. It matters which.

Happy combination

Core competencies is one of the most used and abused phrases in business strategy. But a proper understanding of the idea behind the jargon is essential

Of fortunes and foresight

Will the dominant firms of the next century be the ones that show foresight and react quickly? Many of the best companies work simply by doing traditional business very, very well.

Father Christmas does not exist?

Father Christmas does not exist? Tell that to investors who seem unable to ask how much value certain business really add

Threats to Bill Gates and the internet

Can Microsoft maintain its dominance of the world computer market? Is there a long term future for the Internet unless it falls into the hands of a small group of firms?

In out of the cold

Economists have walked out into the cold as far as business strategy is concerned. Slowly, they are starting to return.

The Structure of Strategy (Business Strategy Review 1993)

"The Structure of Strategy" is a summary of parts of my book, "The Foundations of Corporate Success", and was reprinted in "The Business of Economics"

Adding Value: April 1993

There are four perspectives on corporate performance and four ways of measuring capital costs. But in the long run, all these ways of measuring financial performance are equivalent. The different vantage points differ only in their timing.

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