Multicultural Articles

MMRNews includes advertorial features from more than 250+ companies involved with targeting Hispanics, African Americans, Asian Americans, GLBT and people with disabilities, among other markets. News is supplied by outside sources and edited by Lisa Skriloff. MMRNews clients may distribute press releases and company announcements on multicultural marketing and diversity initiatives to our subscribers, marketing executives (corporate & agency side) and journalists (ethnic & mainstream media).

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Global Marketing Stories from the Brazilian Favela and more at the 2012 ANA/WFA Global Marketing Conference, March 14th, NYC

March 6, 2012 – On March 14 500+ global marketers will descend upon New York City for the Global Marketing Conference run by ANA (Association of National Advertisers, based in the U.S.) and WFA (World Federation of Advertisers).

The conference has a phenomenal line-up, featuring some of the world’s leading masters of marketing, including Luke Dowdney, CEO and founder of Luta Limited. Luta’s inspirational clothing brand embodies the gritty ‘fight for survival’ and cut and thrust of the Brazilian favela. Luke knows brand values well. In 2000, he founded Fight for Peace (FFP), an international non-profit organization, in Rio de Janeiro. The aim: to use boxing and martial arts, combined with education and personal development, to help young people transcend crime-ridden and violent communities and help them realize their potential. In May 2011, Luke launched Luta Limited which gives 50% of its profits to Fight for Peace International.

Other masters of marketing speaking at the conference are:

* Chris Burggraeve, Chief Marketing Officer @ Anheuser Busch InBev

* Marc Mathieu, Senior Vice President, Marketing @ Unilever

* Marc Menesguen, Managing Director Strategic Marketing Department & Global Chief Marketing Officer @ L’Oral

* Jim Stengel, Former Global Marketing Officer of P&G and Author of GROW

* Joe Tripodi, Chief Marketing and Commercial Officer @ The Coca-Cola Company

The Global Marketing Conference is presented by The New York Times and will feature a luncheon keynote from two-time Pulitzer Prize winner Nicholas Kristof.

All this for the incredible value of $395. More at www.ana.net/conference/show/id/WFA-MAR12 .

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Multicultural Articles

MMRNews includes advertorial features from more than 250+ companies involved with targeting Hispanics, African Americans, Asian Americans, GLBT and people with disabilities, among other markets. News is supplied by outside sources and edited by Lisa Skriloff. MMRNews clients may distribute press releases and company announcements on multicultural marketing and diversity initiatives to our subscribers, marketing executives (corporate & agency side) and journalists (ethnic & mainstream media).

Grab your own Telstra 1300 Number and encourage your callers to contact you.

Global Marketing Stories from the Brazilian Favela and more at the 2012 ANA/WFA Global Marketing Conference, March 14th, NYC

March 6, 2012 – On March 14 500+ global marketers will descend upon New York City for the Global Marketing Conference run by ANA (Association of National Advertisers, based in the U.S.) and WFA (World Federation of Advertisers).

The conference has a phenomenal line-up, featuring some of the world’s leading masters of marketing, including Luke Dowdney, CEO and founder of Luta Limited. Luta’s inspirational clothing brand embodies the gritty ‘fight for survival’ and cut and thrust of the Brazilian favela. Luke knows brand values well. In 2000, he founded Fight for Peace (FFP), an international non-profit organization, in Rio de Janeiro. The aim: to use boxing and martial arts, combined with education and personal development, to help young people transcend crime-ridden and violent communities and help them realize their potential. In May 2011, Luke launched Luta Limited which gives 50% of its profits to Fight for Peace International.

Other masters of marketing speaking at the conference are:

* Chris Burggraeve, Chief Marketing Officer @ Anheuser Busch InBev

* Marc Mathieu, Senior Vice President, Marketing @ Unilever

* Marc Menesguen, Managing Director Strategic Marketing Department & Global Chief Marketing Officer @ L’Oral

* Jim Stengel, Former Global Marketing Officer of P&G and Author of GROW

* Joe Tripodi, Chief Marketing and Commercial Officer @ The Coca-Cola Company

The Global Marketing Conference is presented by The New York Times and will feature a luncheon keynote from two-time Pulitzer Prize winner Nicholas Kristof.

All this for the incredible value of $395. More at www.ana.net/conference/show/id/WFA-MAR12 .

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by Alyson Paige, Demand Media

Global business plans define mission and procedures.

bussines plan 1 image by pablo from Fotolia.com

What Should Financial Components of a Business Plan Include?

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Global business plans resemble local and regional business plans in format. Global business plans differ from other business plans by serving as a company’s communications vehicle for its global operations. Components of a global business plan, which differ from other focus on global customers, global pricing and currency issues, and international market legal factors, to name a few distinctions listed by Allegro Invest. The University of Houston Small Business Development Center offers workshops and seminars on all aspects of small business development, including creating business plans (See References).

Executive Summary Component

An executive summary describes the owner’s goals and targets. An executive summary includes components, including but not limited to, a business overview, which describes the company, the projected market and the intended product or service. Include financial results, such as capital growth and profits, advises Allegro Invest. Provide any investment requirements for business operations. In an example offered by the website, BPlansWest, Pacific Marketing opens its Executive Summary, “West Pacific Marketing Consultants aims to provide marketing services to targeted business environments in Indonesia, Asia, and the west Pacific region.”

Market Description

A market description for a global business reflects an in-depth international market study and offers analysis of the study findings. Key factors in a market description for an international company include “market size, share positioning of products, and competition, explains Allegro Invest. Allegro Invest advises entrepreneurs and executives to energetically research their targeted international market (See References).

Operations And Management Component

An Operations and Management Plan discusses operation factors. Operations components include, but are not limited to supply, production, marketing and distribution. This section will distinguish itself from a non-global business plan. You will discuss your research into the complexities of the global markets you are targeting, including how you plan to supply your product or service in targeted countries. If you plan to produce your product overseas, explain that dynamic here. Explain how you plan to market to the countries you will initially introduce your company. Include your management plan with strategies for global growth and successful attainment of international goals. For example, if you plan to start in one country and grow over time into other regions, discuss that plan.

Organizational Structure

The section of your global business plan on organizational structure describes your management model. Detail your organization’s hierarchy of personnel, Allegro Invests advises. Potential investors want to know that their investments go to qualified executives and management. The people at the helm of your company must be savvy in your kind of business at an international level. Provide each person’s credentials.

References

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by Alyson Paige, Demand Media

Global business plans define mission and procedures.

bussines plan 1 image by pablo from Fotolia.com

What Should Financial Components of a Business Plan Include?

Get your own Telstra 1300 Number and enable your callers to contact you.

Global business plans resemble local and regional business plans in format. Global business plans differ from other business plans by serving as a company’s communications vehicle for its global operations. Components of a global business plan, which differ from other focus on global customers, global pricing and currency issues, and international market legal factors, to name a few distinctions listed by Allegro Invest. The University of Houston Small Business Development Center offers workshops and seminars on all aspects of small business development, including creating business plans (See References).

Executive Summary Component

An executive summary describes the owner’s goals and targets. An executive summary includes components, including but not limited to, a business overview, which describes the company, the projected market and the intended product or service. Include financial results, such as capital growth and profits, advises Allegro Invest. Provide any investment requirements for business operations. In an example offered by the website, BPlansWest, Pacific Marketing opens its Executive Summary, “West Pacific Marketing Consultants aims to provide marketing services to targeted business environments in Indonesia, Asia, and the west Pacific region.”

Market Description

A market description for a global business reflects an in-depth international market study and offers analysis of the study findings. Key factors in a market description for an international company include “market size, share positioning of products, and competition, explains Allegro Invest. Allegro Invest advises entrepreneurs and executives to energetically research their targeted international market (See References).

Operations And Management Component

An Operations and Management Plan discusses operation factors. Operations components include, but are not limited to supply, production, marketing and distribution. This section will distinguish itself from a non-global business plan. You will discuss your research into the complexities of the global markets you are targeting, including how you plan to supply your product or service in targeted countries. If you plan to produce your product overseas, explain that dynamic here. Explain how you plan to market to the countries you will initially introduce your company. Include your management plan with strategies for global growth and successful attainment of international goals. For example, if you plan to start in one country and grow over time into other regions, discuss that plan.

Organizational Structure

The section of your global business plan on organizational structure describes your management model. Detail your organization’s hierarchy of personnel, Allegro Invests advises. Potential investors want to know that their investments go to qualified executives and management. The people at the helm of your company must be savvy in your kind of business at an international level. Provide each person’s credentials.

References

source

manual trading systems involve following set rules for trade entry and exit, there are many different styles of trading systems and many are built on years of trading experience. Find details of some of the best available in this section [ more ]

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Fixed Odds Financial Trading

Meaning if you placed a fixed odds financial bet thinking that Lloyds will touch 5.30 in a couple of weeks, you would be quoted the odds on that happening and therefore the cost of that bet. If for example the odds of this happening were quo [ more ]

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by Ron A. Welsh

Marketing across cultures worldwide is a thriving business as the world moves closer to a global economy. International companies have been marketing to countries around the world for years and many have had some degree of success without ever taking cultural differences into consideration. Craft your marketing message with host country values in mind and boost your chances of success.

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Understanding cultural differences is important to achieve success in any market, let alone on the world business stage. While there are national and local cultures to consider, remember to address political and business cultures, when developing marketing strategies.

Sociologic differences around the world largely outweigh the similarities. People in the global community are influenced and driven by different things. When responding to advertising, some value freedom, reward for effort and an entrepreneurial approach, while others avoid individualism like the plague.

Lack of cultural considerations not only can result in a mediocre response to product promotions, but can even impact the company’s international image. Nestl suffered significant international criticism when a breast milk substitute marketed in Africa was deemed to be the cause of malnutrition in babies. While there was nothing wrong with their product, Nestl was at fault because the company didn’t consider the possibility that reduced literacy levels in Africa would result in their breast milk substitute being misused.

Tailor the Message to the Culture

In many national cultures significant accomplishment in life is taken as a measure of success. People who meet these standards of success are regarded highly. Consequently these cultures more readily accept marketing presented to them along the lines of the achievement of their goals. However, the same type of marketing copy presented to people who consider status in life a result of birthplace, social standing and influence (or the lack of it) isn’t acceptable and will get poor marketing results.

There are countries where people fear uncertainty and risk-taking, while in others the “you-too-can-succeed” attitude thrives. Some cultures grimace at the use of terms, symbols or even colors, repugnant in their life experiences. Different colors appeal more in certain countries, particularly in religious societies, than in others. For example, red is very much a color of luck to the Chinese, but a warning sign to many other nationalities. In China, gold is almost always a sign of prosperity and success. The issue of color selection in marketing applies not only to print and media ads, but also to web sites.

Gender is a factor when considering your target market in any country, but in some societies it is more relevant than in others. If you are selling medical supplies in the Russian Republic today you should be aware the vast majority of Russian doctors are women. However in countries like the U.S., Australia and the U.K. men make up the majority of doctors.

Gender esteem also has significant implications in countries like Japan, Austria and in Arab countries where males often command ultimate decision authority over females. In contrast, in Sweden the female population has a much greater say in purchasing decisions.

Political Influences on Business Culture

Political influences past and present can also affect the way people view what they read or hear. Some people have never known, or have only recently had the freedom to choose for themselves. Others rely on their governments or what they consider to be their “betters” to tell them what is good and what should be avoided. A seal of government approval in some countries will increase trust in a particular product, while in others any mention of the government could lead the reader to throw the piece away in disgust.

In societies where individual thought and action has been suppressed for hundreds of years, individuals might not have the experience or capability to go through a rational thought processes. Consequently coming up with a positive and bold action to buy your product may be difficult for them. These people need to have everything explained to them in minute detail every step of the way until they are confident in their decision to buy.

Special Considerations in Emerging Markets

The Chinese and Indian markets in particular front the charge of emerging markets on the global business scene and will represent a significant part of world marketing growth for decades to come.

Family structures in China, Japan and other Asian countries differ greatly from those in many other countries. Family considerations command respect in all matters, including investments and individual actions. Collective considerations are often uppermost in the minds of people who have lived under such conditions all their lives. Because older family members command so much respect and influence they are the logical target audience.

One of the most evident factors in dealing with and selling to Asian cultures is the avoidance of “loss of face,” The Chinese have a business culture based on the social standing and reputation of individuals. To do anything the Chinese consider as demeaning or reducing their personal standing is tantamount to insulting them profusely, which they see as a loss of face. The use of embarrassing terms or causing any unease on social issues will kill marketing copy stone dead.

On the other hand, the Chinese highly respect tradition and longevity and as a result react positively to copy that emphasizes the history and prestige of any company trying to enter their market.

In India collective cultures have been a way of life for hundreds of years. The caste system of social standing is paramount in Indian society and presents particular challenges to avoid causing offence. In business circles Sindhis, Marwaris and Gujratis dominate business houses, many of which were built on (and are still based on) family values and ideals.

Religious beliefs play a significant role in Indian society. Religion influences every aspect of their lives including their response and reaction to marketing copy. Motivational selling techniques are considered crass to many Indians while educational, emotive and informative data is more readily accepted.

Put Yourself in Your Buyer’s Shoes

With careful research of cultural differences you can craft the right words to maximize your message impact in the international market.

Marketing to the global community calls for no more thought than marketing anywhere really, you simply have to put yourself in your buyer’s shoes.

About the Author: Ron A. Welsh is a freelance technical copywriter who specializes in global marketing and the oilfield. Ron has lived in 10 countries and conducted business in over 50. His articles have been published in Freebird , GoArticles , NovaLearn, and other online and hardcopy publications.

Ron wrote this article while on assignment in Moscow, Russia. Contact him by email at: raw@rawpowerwriting.com

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Primary Industry: International Trade and Development

International marketing (IM) or global marketing refers to marketing carried out by companies overseas or across national borderlines. This strategy uses an extension of the techniques used in the home country of a firm. It refers to the firm-level marketing practices across the border including market identification and targeting, entry mode selection, marketing mix, and strategic decisions to compete in international markets. According to&

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New Post: International Business Iconoclast http://t.co/SaAaFHUD #MichaelCzinkota , 2012/05/08

“Our businesses have now created more than 4.2 million new jobs over the past 26 months” -President Obama #MichaelCzinkota , 2012/05/05

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New Post: Relevance of International Business to Consumers http://t.co/CbZw3qY2 #MichaelCzinkota , 2012/05/04

New Post: We Need Export Lending http://t.co/fAcvEcrD #MichaelCzinkota , 2012/05/02

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First U.S. Registered Closed-End Fund Dedicated to Investing In Frontier Emerging Markets

Aug 28 2008 | New York

Morgan Stanley Investment Management announced today that the Morgan Stanley Frontier Emerging Markets Fund, Inc. (the “Fund”) has issued 7,100,000 shares of common stock at a price of $20 per share resulting in gross proceeds to the Fund of approximately $142,000,000 (before deduction of the sales load and offering expenses and exclusive of the underwriters’ over-allotment option). Assuming full exercise of the underwriters’ over-allotment option, the gross proceeds to the Fund (before deduction of the sales load and offering expenses) could be increased to approximately $163,300,000. The Fund’s shares began trading on August 25, 2008 on the New York Stock Exchange under the symbol “FFD.”

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The Fund’s lead underwriter is Morgan Stanley & Co. Incorporated.

The Fund is a newly organized, non-diversified closed-end fund. The Fund’s investment objective is to seek long-term capital appreciation. There can be no assurance that the Fund’s investment objective will be achieved. The Fund will seek to achieve its investment objective by investing, under normal circumstances, at least 80% of its net assets in equity securities of companies operating in frontier emerging market countries. In selecting investments for the Fund, Morgan Stanley Investment Management will combine top-down country allocation based on relative economic, political and social fundamentals, stock valuations and investor sentiment, with bottom-up fundamental analysis seeking to identify issuers with investor friendly management, effective use of free cash flows and strong earnings growth potential.

Frontier emerging market countries in which the Fund currently intends to invest include: Bahrain, Bangladesh, Botswana, Bulgaria, Croatia, Ecuador, Estonia, Ghana, Jamaica, Jordan, Kazakhstan, Kenya, Kuwait, Latvia, Lebanon, Lithuania, Macao, Mauritius, Namibia, Nigeria, Oman, Panama, Qatar, Romania, Saudi Arabia, Serbia, Slovenia, Sri Lanka, Trinidad and Tobago, Tunisia, Ukraine, United Arab Emirates and Vietnam.

The Fund’s assets are managed within Morgan Stanley Investment Management’s Emerging Markets Equity team. Current members of the team who are responsible for the day-to-day management of the Fund are Ruchir Sharma, a Managing Director of Morgan Stanley Investment Management, and Tim Drinkall, an Executive Director of Morgan Stanley Investment Management. Mr. Drinkall is the lead portfolio manager and Mr. Sharma is the head of the Emerging Markets Equity team.

“We have a long tradition of emerging markets investing dating back to the mid-1980′s, with the objective of helping investors capture growth opportunities in developing economies,” said Ruchir Sharma. “We launched a Frontier Fund to invest in markets that we believe are continuing to grow and are not currently on most investors’ radar screens. The Fund’s registration in over 30 frontier markets across geographical regions gives us a wide footprint to make active country allocation decisions, and we are excited about the potential opportunities.”

The Fund’s investment adviser is Morgan Stanley Investment Management Inc. (“MSIM”), a wholly-owned subsidiary of Morgan Stanley. Since 1986, MSIM has supported a dedicated investment team specializing in emerging markets. Today, with over $30 billion in emerging markets equity assets, MSIM has established a global presence and proven its long-term commitment to markets that are normally difficult for foreign investors to access.1 The MSIM Emerging Markets Equity Team comprises more than two dozen portfolio managers, analysts and traders located in New York, Singapore and Mumbai. Separate strategy groups focus on India; Asia; Latin America; Eastern Europe, Middle East and Africa; and global emerging markets.

“As we continue to leverage Morgan Stanley’s strong franchise and global presence, we are extremely pleased to add this distinctive strategy to our equity fund line-up,” said Randy Takian, Head of the Morgan Stanley Retail & Intermediary business at Morgan Stanley Investment Management. “This offering is emblematic of Morgan Stanley Investment Management’s continued commitment to providing an array of innovative, institutional-quality investment strategies and products to meet the increasingly diverse and complex investment needs of our clients.”

Morgan Stanley (NYSE: MS) is a leading global financial services firm providing a wide range of investment banking, securities, investment management and wealth management services. The Firm’s employees serve clients worldwide including corporations, governments, institutions and individuals from more than 600 offices in 33 countries. For further information about Morgan Stanley, please visit www.morganstanley.com .

This press release shall not constitute an offer to sell or the solicitation of an offer to buy nor shall there be any sale of the securities in any state in which such offer, solicitation or sale would be unlawful under the securities laws of any such state.

Please consider the investment objectives, risks, charges and expenses of the Fund carefully before investing. The prospectus contains this and other information about the Fund. To obtain a prospectus, contact your financial advisor, or download one at www.morganstanley.com/msim . Please read the prospectus carefully before investing.

Shares of closed-end investment companies frequently trade at a discount from their net asset value, which may increase investors’ risk of loss. This risk may be greater for investors expecting to sell their shares in a relatively short period after completion of the public offering.

An investment in the Morgan Stanley Frontier Emerging Markets Fund, Inc. should be considered speculative. Investing in the securities of issuers operating in frontier emerging markets involves a high degree of risk including the risk of expropriation and/or nationalization, investment and repatriation restrictions and political or social instability not typically associated with investing in the securities of other foreign or U.S. issuers. In addition, the Fund will concentrate its investments in the banking industry and, although it currently intends to invest less than 25% in a single country, the Fund has the ability in the future to concentrate its investments in one country. As a result, factors that have an adverse impact on the banking industry may have a disproportionate impact on the Fund’s performance and, to the extent that the Fund invests a significant percentage of its assets in a single frontier emerging market country, the Fund will be subject to heightened risk associated with investing in frontier emerging market countries and additional risks associated with that particular country.

There is no assurance that the Fund will achieve its investment objectives. Investors should be warned that they may lose money by investing in the Fund, including the possibility that the investors may lose all of their investments. The Fund may not be suitable for an investor who is not able to afford the loss of his or her entire investment. SEE THE “PRINCIPAL RISKS OF THE FUND” SECTION OF THE PROSPECTUS, FOR MORE DISCUSSION OF THE RISKS ASSOCIATED WITH INVESTING IN THIS FUND. Suitable clients should only consider purchasing shares as a portion of an overall diversified portfolio. Diversification does not eliminate the risk of loss.

1 Morgan Stanley Client Services, May 2008.

Media Relations Contact:

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Hagel’s Strategy & Technology Letter

I am preparing to issue a subscription-based monthly newsletter to help put you in the flow. Learn more .

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Books

The Only Sustainable Edge: Why Business Strategy Depends On Productive Friction And Dynamic Specialization , John Hagel and John Seely Brown, Harvard Business School Press; May, 2005

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The Only Sustainable Edge makes the case that executives need to fundamentally re-think business strategy at three levels: sources of strategic advantage, management techniques required to build this advantage and approaches to developing business strategy. Starting with a perspective on offshoring and related outsourcing trends, the book shows how these trends will force companies around the world to reassess specialization, connectivity and learning in order to get better faster. While the world is flattening, it is paradoxically also creating new opportunities to build much more powerful forms of strategic advantage – but only for those who understand how to compete in a flatter world. Information technology is playing a key supporting role and the book discusses how new generations of IT will support new business strategies. In a Prologue and Epilogue, we also explore the public policy implications of the forces reshaping the global business landscape.

For more information and ongoing research, visit www.edgeperspectives.com

Out of the Box: Strategies for Achieving Profits Today and Growth Tomorrow through Web Services

By John Hagel, III

Available from Harvard Business School Press. Like my other books, it can be read on many levels. It is the first book designed to help executives understand the business implications of Web services technology. It demonstrates that this technology will have a profound impact on traditional enterprises, driven by compelling economics. But that is just the starting point. It focuses more broadly on the changes in business practices that will be required to continue to create value in markets shaped by intensifying competition. Even more fundamentally, it highlights a profound shift in mindset that must occur for businesses to succeed in the decades ahead.

Net Worth: Shaping Markets When Customers Make the Rules

By John Hagel, III and Marc Singer

This book popularized the term “infomediary”. A business book best-seller that has been translated into ten languages, Net Worth also can be read on many levels. It develops a detailed view of the infomediary business opportunity – to serve as an agent on behalf of customers, helping them to capture information about themselves and to use this information to make them even more effective in extracting more value from vendors. More broadly, it highlights the important role that customer information – and the related controversies around privacy – will play in shaping relationships and value creation opportunities on electronic networks. Expanding further, it traces the power of economic webs, using economic incentives to mobilize the resources of third parties to advance your own business strategy. At another level, it helps executives to understand the changes that will be required to adapt to markets where customers gain more power, including a very different form of marketing – collaboration marketing. Underneath all that, it makes the case that electronic networks have significant power to reshape business relationships and that companies should understand and exploit the distinctive capabilities of these networks.

Net Gain: Expanding Markets through Virtual Communities

By John Hagel, III and Arthur G. Armstrong

Described as “subversive” by Esther Dyson, Net Gain makes the case for virtual communities as a new kind of business model. Another business book best-seller that has been translated into ten languages, Net Gain argues that community and commerce are not at odds with each other. If properly understood, they have the potential to significantly reinforce each other. Pointing out that customers are coming together in independent forums to talk about vendors, the book indicates that companies do not have a choice about this – their only choice will be what role to play in these conversations. Rather than thinking about marketing as a one-to-one relationship with one vendor communicating with one customer at a time, marketing must be reconceived as a more complex orchestration of relationships, helping customers to connect with each other as well as with other vendors. The key theme of the book is that electronic networks offer distinctive capabilities and companies need to develop innovative new business approaches to effectively exploit these capabilities.

Articles

Edited Collections

“Integrating Human Capital Strategies into the Overall Business Strategy,” contribution to Leaders Talk Leadership:Top Executives Speak Their Minds Meredith D. Ashby and Stephen A. Miles (eds.) (Oxford University Press, 2002). Discusses the implications of the ability of talent to capture increasing value in business environments. Suggests companies will need to develop more creative and leveraged human capital strategies to continue to attract world-class talent and generate additional economic value for shareholders.

Harvard Business Review

” Feed R&D – Or Farm It Out? ” (HBR Case Study with Commentary co-authored with John Seely Brown), July 2005 – Addresses a specific company’s dilemma regarding offshoring and outsourcing by applying the concept of productive friction. Discusses the specific requirements to make productive friction work.

” Productive Friction: How Difficult Business Partnerships Can Accelerate Innovation ” (co-authored with John Seely Brown), February 2005 – Explores the importance of productive friction as a management technique to promote innovation and learning across company boundaries. Drawing on examples of companies around the world, it suggests that most companies are missing significant opportunities to get better faster by working with others.

Does IT Matter? (letter to editor co-authored with John Seely Brown in response to Nick Carr article Does IT Matter?) June 2003 Provides an extensive rebuttal to the perspective offered by Nick Carr, making the case that strategic advantage can still be enabled by information technology, but that companies need to learn from the experiences of the past decade in order to harness the full potential of the technology.

” Leveraged Growth: Expanding Sales Without Sacrificing Profits ” October 2002 – Discusses an innovative new approach to growth that involves accessing and mobilizing the resources of other companies to add more value to one’s own customers. Profiles a number of companies including Li & Fung who are pursuing innovative leveraged growth strategies. Bottom line: an opportunity to meet growing pressures for profitability and growth.

” Your Next IT Strategy ” (co-authored with John Seely Brown), October 2001 – Analyzes the experience of companies with the early adoption of Web services technology and highlights the pragmatic approach that can quickly generate tangible business value.

” Unbundling the Corporation ” (co-authored with Marc Singer), March-April 1999 – Suggests that most companies today represent an unnatural bundle of three very different businesses and urges executives to ask the most fundamental question of all: “What business are we really in?”

” The Coming Battle for Customer Information ” (co-authored with Jeffrey Rayport), January-February 1997 – Developed the concept of “infomediary” – a business working as an agent on behalf of customers, helping them to maximize the value of their information profiles. Suggests that electronic networks will increase the power of consumers, allowing them to assert ownership over information about themselves and to demand value in exchange for access to this information

” The Real Value of On-Line Communities ” (co-authored with Arthur Armstrong), May-June 1996 – Explores the opportunity to use electronic networks to help people to interact with each other, taking a well-known social phenomenon – the spontaneous emergence of virtual communities – and developing the commercial potential. Suggests that companies creating on-line communities will command significant customer loyalty and generate strong economic returns.

McKinsey Quarterly

” From Push to Pull: The Next Frontier of Innovation ” (co-authored with John Seely Brown), 2005, No.3 – Discusses a fundamental shift in how institutions mobilize resources, moving from push models to pull models. While this shift is driven by the desire for greater flexibility, institutions are finding that pull models are very powerful in supporting innovation. This shift is occurring a wide range of arenas in response to fundamental forces re-shaping our business landscape. The shift will be difficult for many institutions, but they will be increasingly vulnerable to new pull-based players if they fail to master the techniques of pull.

” Innovation Blowback: Disruptive Management Practices from Asia ” (co-authored with John Seely Brown), 2005, No. 1 – Suggests that most executives are thinking much too narrowly about the strategic role of emerging economies like China and India. These economies are certainly important as growth engines for many companies. However, they are even more important as significant catalysts in business innovation as companies strive to serve demanding customers in these markets. Makes the case that these economies will be a seedbed for disruptive innovations that will ultimately support attacker strategies targeting entrenched players in more developed economies.

” Offshoring Goes on the Offensive ” 2004 Number 2

Observes that most companies fail to capture the real value of offshoring because they continue view it solely as a way to save money. Sophisticated companies are beginning to realize that offshoring provides an opportunity to access distinctive capabilities through new forms of high performing organizations. A few companies are beginning to use these capabilities for offensive purposes to drive growth and to restructure entire industries, rather than simply focusing on defensive efforts to reduce costs.

Flexible IT, Better Strategy (co-authored with John Seely Brown) 2003 Number 4 Compares flexible service-oriented architectures to the more rigid IT architectures that preceded them, concentrating on communicating the business value of these new architectures. Urges executives to focus on IT architecture issues because, in the past, IT architectures have been a significant constraint on building strategic advantage and now they provide a foundation for building strategic advantage.

” Spider versus Spider ” 1996, No. 1 – Analyzes economic webs – a powerful new approach to mobilize the resources of other companies to support your own business strategy. Proposes that the use of economic incentives and more informal relationships provides far more reach and economic power than traditional alliances or joint ventures. This concept was explored further in Net Worth.

Edging Into Web Services 2002, No. 4 – Observes that Web services are being adopted in production deployments first at the edge of the enterprise, helping to automate connections in business processes that extend across multiple enterprises, because this is where the technology has its most distinctive advantage. Predicts that adoption over time will extend back into operations within the enterprise

” Loosening Up: How Process Networks Unlock the Power of Specialization ” (co-authored with John Seely Brown and Scott Durchslag) 2002, No. 2 – Makes the case for a modular and loosely coupled approach to managing business processes as a way to encourage increasing specialization and spur innovation. Discusses the emergence of process networks as management implements a new approach to process orchestration.

” Unbundling the Corporation ” (co-authored with Marc Singer) 2000, No. 3 – Reprint of Harvard Business Review article suggesting that most companies today represent an unnatural bundle of three very different businesses and urging executives to ask the most fundamental question of all: “What business are we really in?”

” Private Lives ” (co-authored with Marc Singer) 1999, No. 1 – Excerpt from Net Worth discussing the growing economic power of consumers and the infomediary business opportunity, helping customers to capture information about themselves and to use this information to become even more helpful to customers.

” The New Infomediaries ” 1997, No. 4 – Discusses different types of infomediary businesses likely to emerge in online environments and evaluates the capabilities of various categories of existing businesses to exploit the infomediary business opportunity.

” Retail Banking: Caught in a Web? ” (Co-authored with Todd Hewlin and Todd Hutchings) 1997, No. 2 – Explores the opportunity for retail banks to exploit economic web strategies to focus on distinctive capabilities and create more economic value.

” Net Gain: Expanding Markets through Virtual Communities ” (co-authored with Arthur Armstrong) 1997, No. 2 – Explores the impact of virtual community business opportunities on a variety of business functions including marketing and human resources. Adapted from a chapter of Net Gain .

” Who Will Benefit from Virtual Information? ” (co-authored with A.M. Sacconaghi) 1996, No. 3 – Analyzes four different scenarios regarding the possible evolution of information capture in online environments and discusses the implications for economic value creation. This is the first article to suggest that customers may have an opportunity to capture information about themselves and use it to bargain more effectively with vendors.

” Real Profits from Virtual Communities ” (co-authored with Arthur Armstrong) 1995, No. 3 – This is the first article to suggest that the social phenomenon of virtual communities on electronic networks might be leveraged to create new kinds of business opportunities.

” Fallacies in Organizing for Performance ” 1994, No. 2 – Identifies common mistakes made by management as they seek to build higher performance organizations. Maintains that the best way to proceed is in rapid incremental waves driven by clear performance metrics and frequent milestones

” The CEO as Chief Performance Officer ” 1993, No. 4 – Insists that one of the primary tasks of the CEO is to make the invisible visible – to establish explicit links between the strategy of the firm, the key operational performance metrics implied by the strategy and the core operating processes required to deliver this performance to the marketplace

Business 2.0

“Shift into Reverse” (co-authored with Marc Singer) March 1999 – Excerpt from Net Worth discusses how marketing will need to evolve to respond to the growing power of customers

CIO Magazine

” The Joy of Flex ” (co-authored with John Seely Brown), September 1, 2005 – Discusses the role of loose coupling delivering both flexibility and the potential for accelerated innovation, not just at the technology level but also the business level. Makes the case that CIO’s can become significant players in the next wave of business innovation by working closely with non-technology business executives to understand the power of loose coupling.

” Go Slowly with Web Services ” (co-authored with John Seely Brown and Dennis Layton-Rodin), February 15, 2002 – Urges senior management to adopt Web services technology using a pragmatic incremental approach focused on generating tangible economic value and enhancing learning opportunities

Corporate Dealmaker

“Reformulating the Firm” (co-authored with John Seely Brown), September-October 2005 – Suggests that changes in the global economy will force companies to choose among three different business types as a focus for specialization. More fundamentally, makes the case that the rationale for the firm itself is shifting from economizing on transaction costs to accelerating knowledge building and capability building.

Financial Times

” The Benefits of a Long Distance Relationship ” (co-authored with John Seely Brown), August 9, 2005 – Suggests that most companies are underperforming in terms of harnessing the real potential of offshoring. The article distinguishes three different motivations for offshoring – wage arbitrage, skill arbitrage and skill building arbitrage. It suggests that executives need to focus much more on the opportunity for skill-building arbitrage.

” Don’t Resist Offshoring, Exploit It ” (co-authored with John Seely Brown), August 13, 2004 – Recommends that companies make the difficult institutional changes required to create value through offshoring and outsourcing. The article suggests that companies will need to develop a much sharper focus within their own business and master new techniques for connecting with other highly specialized companies in ways that help all participants get better faster.

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