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In: Strategic Direction 23 (2007) 3, pp. 26-28

Purpose – Provides an analysis of four of the major players in the cosmetic industry, Avon, Revlon, Max Factor, and Estée Lauder. Design/methodology/approach – Business analyses include SWOT, Porter's value chain and five forces, and financial study. Findings – Of the four companies...

Persistent link: https://www.econbiz.de/10015010121

Probing the potential of Six Sigma

In: Strategic Direction 23 (2007) 3, pp. 32-34

a culture wary of any approach that may hinder the innovation that is driving the company's success, the Six Sigma …

Persistent link: https://www.econbiz.de/10015010123

Managing the innovation portfolio

In: Strategic Direction 23 (2007) 3, pp. 35-37

Purpose – This paper looks at product development processes at companies as well as project “selection”. Design/methodology/approach – The article analyses effective Portfolio Management and how companies aim for improved returns. Findings – One of most effective ways for all companies...

Persistent link: https://www.econbiz.de/10015010124

Innovation is a game for team players

In: Strategic Direction 23 (2007) 4, pp. 16-19

impartial comments and places the articles in context. Findings – Innovation has been the name of the game ever since the … always been the key to capturing a bigger and better share of the market. However, in today's consumer society, innovation is … survive, firms must innovate. At one time innovation was the provenance of the eccentric inventor who may have taken years …

Persistent link: https://www.econbiz.de/10015010129

Barriers to innovation

In: Strategic Direction 23 (2007) 4, pp. 33-35

impartial comments and places the articles in context. Findings – At the FT Innovate 2006: Innovation for Growth conference … biggest barriers to innovation is the factor of gravity; a metaphor that relates to the invisible mindset that drags down … metrics can make when it comes to innovation and creativity; a sensible set of metrics, driven by leadership, can massively …

Persistent link: https://www.econbiz.de/10015010134

Linking ideas

In: Strategic Direction 23 (2007) 4, pp. 36-37

impartial comments and places the articles in context. Findings – A key part of open innovation is finding the right process …

Persistent link: https://www.econbiz.de/10015010135

Working without boundaries

In: Strategic Direction 23 (2007) 5, pp. 24-27

also‐rans. To the companies fortunate enough to include supremely talented individuals within the ranks, innovation is …

Persistent link: https://www.econbiz.de/10015010143

R&D efficiency

In: Strategic Direction 23 (2007) 5, pp. 31-33

/methodology/approach – Analysis of Booz Allen Hamilton's second annual global innovation study – the Global Innovation 1000 – appears to confirm that … money simply cannot buy effective innovation. Findings – The study has identified 94 companies, out of the 1,000, that have … their industry median. Originality/value – The study implies that methodically building capabilities along the innovation …

Persistent link: https://www.econbiz.de/10015010145

Plastic electronics

In: Strategic Direction 23 (2007) 5, pp. 34-35

Purpose – Looks at pioneering technology that could revolutionize the way that people interact with their media on the move has achieved a major step towards full scale commercialisation Design/methodology/approach – With the building of the world's first commercial scale plant for making...

Persistent link: https://www.econbiz.de/10015010146

Nokia: big and clever

In: Strategic Direction 23 (2007) 7, pp. 14-16

Purpose – Reviews the latest management developments across the globe and pinpoints 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 the...

Persistent link: https://www.econbiz.de/10015010163