A corporation by any other name
Companies that trade under the family name of their founder have become increasingly rare in recent years, but firms are still concerned with their brand name. It has important functions and sends signals to customers and investors about the firm's reputation.
Buyers must master art of the particular
If stock-picking fails to beat the index, why should picking companies? It won’t, unless mergers carefully match the firms involved.
Mechanics of the market
Efficient markets make money for market participants, but not for market makers. That is something the enthusiastic promoters of B2B exchanges have yet to understand.
Cloud cuckoo land’s costly logic
The mobile phone spectrum auctions are part of a long tradition of governments deriving revenue from allocating scarce resources. In this case, no juster tax has ever been imposed.
The star that stayed at the top of the tree
Step forward, corporate personality of the century.
Companies have it both ways
Whose interests are served by waves of mergers and demergers?
Tracking the net effect of innovation
A network industry which fundamentally changed the way we live, followed by a speculative bubble: but how much would you have made if you’d got in right at the start with Great Western Railways?
Mastering Strategy: Regulated Industries
Regulated businesses face almost all of the strategy issues which confront conventional firms, and some additional ones that are specific to their own environment. As deregulation spreads across Europe, the gap between those firms which handle these specific issues effectively and those which respond to regulation and regulatory changes with hostility, complacency or defeatism will widen rapidly.
Looking at cost, not value
Regardless of what something seems to be worth, I should never pay more for something than it would cost me to replace it. On this basis, mobile phone companies look expensive.
Mastering Strategy: Resource Based Strategy
The resource based view of strategy has a coherence and integrative role that places it well ahead of other mechanisms of strategic decision making. After thirty years or so, the subject of strategy is genuinely acquiring what can be described as a paradigm - to use the most overworked and abused term in the study of management.