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“Reinventing the wheel” as an emerging business model innovation paradigm
Ghezzi, Antonio - In: Strategic Direction 33 (2017) 5, pp. 1-4
Purpose This study aims to discuss how business model innovation from both incumbents and startups growingly may stem …)” innovation paradigm, where the future is seen through the lenses of the past. Design/methodology/approach This study is based on … historical analysis of common business model innovation patterns found in a longitudinal sample of both incumbent companies and …
Persistent link: https://www.econbiz.de/10015012014
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The dark side of business models: the risks of strategizing through business models alone
Ghezzi, Antonio - In: Strategic Direction 30 (2014) 6, pp. 1-4
models’ value, strategists should use them as instruments for business idea generation, strategy execution and innovation …Purpose – This paper aims at exposing the risks entrepreneurs and managers run whenever they focus on business model … design alone, while disregarding other strategy analysis tools; disclosing what a business model is and is not; and proposing …
Persistent link: https://www.econbiz.de/10015012216
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Toward effective digital transformation
In: Strategic Direction 39 (2023) 2, pp. 39-42
Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places...
Persistent link: https://www.econbiz.de/10015013539
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Want to change the world? Think differently
by Gareth Bell, Interview - In: Strategic Direction 29 (2013) 5, pp. 36-39
Purpose – The purpose of this paper is to provide an interview with Paul Polman, CEO of Unilever. Design/methodology/approach – This paper presents part 2 of an interview with Paul Polman. Findings – Discusses Unilever's presence in emerging markets, and its efforts to create markets in...
Persistent link: https://www.econbiz.de/10015010833
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Five strategies provide a model for innovation
In: Strategic Direction 32 (2016) 5, pp. 19-21
Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places...
Persistent link: https://www.econbiz.de/10015012152
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Printing the way to success
In: Strategic Direction 33 (2017) 6, pp. 4-6
Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places...
Persistent link: https://www.econbiz.de/10015012254
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How a nimble company switches business model
In: Strategic Direction 33 (2017) 7, pp. 11-13
Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places...
Persistent link: https://www.econbiz.de/10015012385
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Getting “freemium” business model right
In: Strategic Direction 33 (2017) 9, pp. 16-18
strategy and the key strategic choices that enable and support successful freemium business model execution in an online …
Persistent link: https://www.econbiz.de/10015012630
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Doing well by doing good
by Gareth Bell, Interview - In: Strategic Direction 29 (2013) 4, pp. 38-40
Purpose – The purpose of this paper is to provide an interview with Paul Polman, CEO of Unilever. Design/methodology/approach – This paper provides an interview with Paul Polman, CEO of Unilever. Findings – The paper discusses Unilever's sustainability initiatives, both in terms of...
Persistent link: https://www.econbiz.de/10015010822
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Survival lessons from a dying Kingfisher
Pathak, Atul Arun - In: Strategic Direction 31 (2015) 8, pp. 13-16
need to balance the interests of multiple stakeholders. These include its owners, managers, employees, customers … scenario, companies such as KFA who do not have a consistent and coherent strategy find it difficult to survive. It provides …
Persistent link: https://www.econbiz.de/10015012612