Index
Robert Kozielski
(The University of Łódź, Poland; Chartered Marketer, CIM, questus)
Understanding the New Business Paradigm in Eastern Europe
ISBN: 978-1-78714-121-6, eISBN: 978-1-78714-120-9
Publication date: 6 February 2017
This content is currently only available as a PDF
Citation
Kozielski, R. (2017), "Index", Understanding the New Business Paradigm in Eastern Europe, Emerald Publishing Limited, Leeds, pp. 205-212. https://doi.org/10.1108/978-1-78714-121-620171010
Publisher
:Emerald Publishing Limited
Copyright © 2017 Emerald Publishing Limited
INDEX
Accessibility
, 175
Action competencies
, 153
Adaptation capabilities
, 153
Advertising
, 79, 89
messages
, 81
spots
, 121
See also Business concept
Aflofarm
, 54, 70, 109–111
management
, 131
operational efficiency
, 25
WRS marketing
, 127–128
Airbnb
, 20–22
Amazon
, 2, 21
Art of Negotiating, The
, 187
Assertiveness
, 152
Auction Web
, 92
BAV model. See Brand Assets Valuator model (BAV model)
Bell, Alexander Graham
, 69
Benchmarking
, 48–50
Best practice
, 49, 50, 116, 179
Blue ocean strategy
, 58
business opportunities
, 63
new market spaces
, 60–61
perspective of analysis
, 61–62
red ocean
, 59
Brainstorming
, 53–54, 56, 68
Brand Assets Valuator model (BAV model)
, 135
Brazil, Russia, India, China, South Africa (BRICS)
, 11
Bunkers
, 4, 123
Bureaucratic process
, 117
Business
, 171
Business of 2020
, 194–195
practice
, 181
Business concept
, 53, 177
companies in pharmaceutical and aviation sector
, 76
company success
, 77–78
competitive positioning
, 82–84
components
, 79
contemporary business environments
, 103–104
Dell
, 100–103
distinguishing values
, 82
eBay
, 92–94
implementation
, 104
ING Direct, online bank
, 94–97
Maciej Zień’s Collection
, 74–75
market opportunities
, 104–105
obverse and reverse side of company success
, 74
personalized customer
, 79–81
profitability of selected sectors in US
, 76
Sphinx concept
, 72–74
Steve Jobs
, 71–72, 105
traditional methods of creating value
, 104
Walmart–The American Dream about Success in Provinces
, 97–100
“Wow” effect
, 78–79
See also Change in business paradigm
Business model
, 177, 179–180
combining idea with economic results
, 86–87
companies in pharmaceutical and aviation sector
, 76
company success
, 77–78
contemporary business environments
, 103–104
cost drivers
, 90–91
Dell–mass individualization in computer market
, 100–103
eBay
, 92–94
essence and benefits
, 85
formula
, 87
implementation
, 104
ING Direct, online bank
, 94–97
key elements
, 88
level of investment
, 91–92
Maciej Zień’s Collection
, 74–75
making money
, 84–85
market opportunities
, 104–105
new products, breakthrough ideas–innovations on internet
, 86
obverse and reverse side of company success
, 74
profitability of selected sectors in US
, 76
sources of revenue
, 88–90
Sphinx concept
, 72–74
traditional methods of creating value
, 104
Walmart–The American Dream about Success in Provinces
, 97–100
“Wow” effect
, 78–79
See also New business opportunities
Business opportunities
, 44, 46–47, 177, 178
growing revenues
, 45–46
media change customer buying behavior
, 46
World and Poland heading
, 44–45
Casual Dining concept
, 72–74, 182
Change in business paradigm
changeability
, 2–3
competitive advantage
, 31–32
conducting business
, 8
corporate handcuffs
, 7
disruptive brand
, 20–22
economic crises
, 1–2
fundamental aspect
, 5–6
metallurgical industry
, 4–5
modern online banking
, 3–4
new business opportunities
, 32–35
new economy
, 8–16
organizational longevity
, 19–20
reasons for failures
, 25–26
“In Search of Excellence”
, 23–25
strategic conservatism
, 28–30
traditional business paradigm
, 2–8
unexpected changes
, 26–28
universal principle, search of
, 16–17
Walmart and Toyota
, 17–19
world population
, 2
See also Business concept
Changes
, 1
in business
, 113–114
in economic cycles
, 193
management
, 116–119
in organizations
, 16
social
, 12
Chaos
, 113–116
Charismatic leaders
, 146
China, emerging markets
, 11
CIM, success according to
, 20–22
“Client Advocate”
, 129
“Cloud”
, 21
“Co-ownership” scenario
, 189
Coca-Cola
, 6
Coercive culture
, 160
Coercive power
, 139
Cognitive intelligence. See Traditional intelligence
Collaborative consumption
, 189
Commission model
, 88
Company Capital Economics
, 174
Competitive advantage
, 16, 26, 30, 63, 68, 83, 115, 126, 155, 162, 180
evolution of sources
, 32
of future
, 31–32
Competitive positioning
, 82–84
Conscientiousness
, 153
Contemporary business environments
, 103–104, 126
Contemporary organizations
, 134
Conviction
, 5
Cooperation
, 153, 182
Corporate culture
, 161–166
Cost drivers
, 90–91
Cost structure
, 94
Culture
, 156
Customer
behavior
, 81
individualization
, 103
insight
, 81
knowledge management
, 124–125
Customization
, 13–14
Dabbawala
, 108–109
Danone Company
, 121
Darwin theory, materialization of
, 194–195
business of
, 2020
examples
, 191
four-leaf clover
, 181–183
future forecasting
, 183, 185–187
new reality
, 191–194
paradigms of business
, 184
problem with forecasting future
, 187–188
scenarios in 21st century
, 190
triple dilemma
, 189
Decision-making, efficiency of
, 125–126
Dell–mass individualization in computer market
, 100–103
Delphi method
, 53
Discount store function principle
, 99
Disney, Walt
, 133
Disneyland Theme Park
, 133
Disruptive brand
, 20–22
Dot-coms
, 39
E-commerce
, 115
market
, 10, 39
eBay
, 92–94
Economic cycles, changes in
, 193
Efficiency of decision-making
, 125–126
Eiffel Tower
, 161
Emerging markets
, 11–12
Emotional intelligence
, 142, 144, 150, 152–154
Empathy
, 142, 148, 152, 182
Employees
, 18, 23, 43, 66, 129, 164
Engagement
, 130, 182
Ethnographic business research
, 82–83
Ethnographic research
, 54–55
EuroDisney case
, 81
Expert power
, 139
Family, organizational culture
, 160
Fee-for-service model
, 88
FGI. See Focus Group Interview (FGI)
“Fire fighting”
, 118
“Flags–nations and causes” scenario
, 190
Flexible strategy
, 119–122
Focus Group Interview (FGI)
, 52
“Forbes” magazine
, 95
Forecasting future
, 183, 185–188
Four-leaf clover
, 177–178
Furman, Andrzej
, 110
“FutureScapes”
, 189
Global business service
, 12
“Global Scenarios to 2025, The”
, 189
Globalization
, 10, 44
GOCC. See Great Orchestra of Christmas Charity (GOCC)
Great Orchestra of Christmas Charity (GOCC)
, 107, 134–136, 169, 183
Group interviews
, 51–53
Guided missile
, 160
Gurus
, 7
Harvard Business School
, 85
Heuristic methods
, 53
Home Depot
, 60
Hypocrisy
, 124
Hypothesis
, 134
“I’s” of contemporary business environments
, 171
illimitability
, 175, 184
incalculability
, 172–173, 184
independence
, 176, 184
instability
, 173–175, 184
IBM
, 12, 17, 27, 69, 101, 186–187
Ideo company, innovations of
, 67–68
IDI. See Individual Depth Interview (IDI)
“Il Giornale”
, 42
Illimitability
, 175, 184
Imitator
, 118
“In Search of Excellence”
, 23–25
In-depth interview
, 53
Incalculability
, 172–173, 184
Incubator
, 160
Independence
, 6, 29, 176, 184
Individual Depth Interview (IDI)
, 52
Individual in-depth interviews
, 51–53
Information sources
, 14
Information technology systems (IT systems)
, 13
ING Direct, online bank
, 94–97
Innovations
, 27, 178
of IDEO company
, 67–68
in information technology
, 8
lead users innovation process
, 64–65
Insertion fee
, 93
Instability
, 173–175, 184
Internet
, 10–11, 62, 115, 175
“Internship”
, 155
Intuitive approach
, 145
Intuitive feelers
, 146
Intuitive thinkers
, 145
“Invasion of Help, The”
, 112
“Invasion of Power, The”
, 112
Investment level
, 91–92
IT systems. See Information technology systems (IT systems)
Izmałkowa Consulting
, 82–83
Japanese companies
, 32
Jarocin festival
, 135
Jobs, Steve
, 71–72, 108, 182
“Know me” world
, 190
Knowledge
brokering cycle
, 66–67
in organization
, 125
Kodak
, 49, 185, 188
Lachowski, Sławomir
, 3
Lateral marketing
, 58, 63–64
Lead users innovation process
, 64–65
Leader(s)
, 134
classification of leaders
, 146
culture and leader
, 166–169
development of leadership skills
, 145
GOCC
, 134–136
intelligence
, 150–154
knowledge on leadership
, 148
and manager
, 142–143
matter of conferment, birth, or upbringing
, 136–137
mysterious power
, 133–134
natural-born leader
, 143–144
organization as factory of
, 154–155
process of introspection
, 149–150
skills and traits
, 143–144
sources of leader’s power
, 137–140
sources of power
, 137–140
style of various leaders
, 145
tasks
, 140–142
transactional and transformational leader
, 147
Leadership models
, 136
Leadership Pipeline model
, 136
Learning organizations
, 162, 163
Legalistic world
, 190
Legitimate power
, 139
Linear approach
, 114
“Low Trust Globalization–carrots and sticks” scenario
, 190
Maciej Zień’s Collection
, 74–75
Management hierarchy
, 122–124
Managers
, 7, 52, 79, 142–143
and business model
, 84
as coach
, 164
hypocrisy or obsession
, 124
marketing
, 80
professional
, 129
strategy and operational efficiency
, 112–113
Mark up model
, 88
Market short-sightedness
, 122
Marketer, The
, 20
mBank project
, 38–40
McDonald’s
, 85
Microsoft
, 3
Mobility
, 173–175
Motivation
, 153
“mQuality” in mBank
, 130
Mumbai Tiffin Box Supplier’s Association
, 109
Mysterious power
, 133–134
Natural-born leader
, 143–144
New business opportunities
, 32–35
benchmarking analysis
, 48–50
blue ocean strategy
, 58–63
business opportunities
, 44–47
design thinking
, 55–57
experts’ opinions
, 53–54
group interviews
, 51–53
Ideo company, innovations of
, 67–68
individual in-depth interviews
, 51–53
innovation and marketing
, 68–69
knowledge brokering cycle
, 66–67
lateral marketing
, 63–64
lead users innovation process
, 64–65
market opportunity
, 70
mBank project
, 38–40
observation and ethnographic research
, 54–55
other methods of analysis
, 58
scenario analysis
, 50–51
searching methods for groundbreaking solutions
, 58
secondary research
, 47–48
serendipity
, 37–38
Starbucks
, 41–44
telephone market
, 69
See also Business model
New business paradigm of organization
, 181, 183
business model
, 179–180
conditions of organizational functioning
, 176–177
elements
, 180
four “I’s” of contemporary business environments
, 171–172
four-leaf clover
, 177–178
illimitability
, 175
incalculability
, 172–173
independence
, 176
instability
, 173–175
open organization
, 178
Sphinx–best practice
, 179
value based management
, 177
See also Change in business paradigm
New economy
, 8
buying patterns
, 14–15
changes in organizations
, 16
customization
, 13–14
emerging markets
, 11–12
flexibility instead of long-term planning
, 9
innovations
, 8–9
internet
, 10–11
pace of life
, 15–16
stakeholders
, 12–13
New social groups
, 191–192
Nokia
, 3, 17, 27–28, 185, 188
Normative culture
, 160
Nutan Mumbai Tiffin Box Suppliers Trust
, 109
Observation techniques
, 54–55
Obsession
, 99, 124
“Open doors–incentives and bridges” scenario
, 190
Operational efficiency
, 177, 180, 182
aflofarm
, 109–111
approach to company strategy
, 113–116
change management
, 116–119
customer knowledge management
, 124–125
dabbawala
, 108–109
demolition of organizational silos
, 122–124
efficiency of decision-making
, 125–126
measurement
, 126–127
set patterns
, 127–129
short-lasting final effect
, 107
steam engine of 21st century
, 111–113
strategic and tactical dimension
, 129–131
strategy and market operations
, 119–122
Organization
, 4
Organizational culture
, 134
components of
, 158–159
controversial
, 157–158
corporate culture
, 161–166
culture and leader
, 166–169
GOCC
, 134–136
invisible strength, real power
, 155–156
matter of conferment, birth, or upbringing
, 136–137
mysterious power
, 133–134
organization as factory of leaders
, 154–155
and strong leadership
, 178
successful organizational culture
, 156
types
, 159–161
See also Leader(s)
Organizational functioning
, 176–177
Organizational longevity
, 19–20
Organizational silos
, 127
demolition of
, 122–124
Personalized customer
, 79–81
Persuasion
, 153
“PEZ dispenser” online auction
, 92–94
Pharmaceutical market
, 110
Philips
, 61
Planning process
, 5
Poland
, 39
Polish market
, 28
“Pollina Project”
, 40
Porter’s model
, 83–84
Prestigious price effect. See Veblen’s effect
Price competitiveness
, 96–97
Price–cost strategy
, 100
Price–costs setting consideration
, 89–90
Product financing
, 89
Production model
, 88
Professional manager
, 129
Projects hierarchy
, 122–124
Promotion fee
, 93
Psychological competencies
, 152
Raynor, M.
, 115, 118
Red ocean
, 59
Referent power
, 139
Reserved brand
, 28
Responsibility
, 182
Revenue and expenditure analysis
, 91
Revenue sources
, 88, 93
“after-sales service”
, 88–89
advertising
, 89
copyright or intellectual property fee
, 89
manipulating liabilities and amounts due
, 89
sale of products or services
, 88
Reward power
, 139
Rewards
, 140
Sam’s Clubs, warehouse model
, 98
Scenario analysis
, 50–51
Screen culture phenomenon
, 192
Self-assessment
, 25, 152
Self-control
, 152
Sensation approach
, 145
Sensation feelers
, 145–146
Sensation thinkers
, 145
Serafiński, Bartłomiej
, 56
Serendipity
, 37–38, 70, 181
Sharing economy
, 21
Shell International, company
, 188
Silos
, 4
Silver tsunami
, 192
Smolensk plane crash victims
, 107
Social changes
, 12
Social competencies
, 152
Social trends
, 192–193
Social TV
, 192
Sony, production of television
, 195
Sphinx
, 72–74, 112, 134, 179, 182
Steam engine of 21st century
, 111–113
Strategic business units
, 129
Strategic conservatism
, 28–30
Strategy and market operations
, 119–122
Strategy of flexibility. See Flexible strategy
Subscription model
, 88
“Supercenter” store
, 98
Sydney Olympic Games
, 121
Synergy of strategy
, 116–119
System of values
, 23, 144, 157
Technical skills
, 143
Technologies
, 171
development
, 27
information
, 8
role
, 193
Textilmarket
, 10
3M
, 65
Toyota
, 17–19, 154–155
Traditional business paradigm
, 2–8
Traditional intelligence
, 150
Transaction fee
, 93
Transactional leader
, 146–147
Transformational leaders
, 146, 147
Turbulent environment
, 172
Value based management
, 177
Value building in family businesses
, 141
Veblen’s effect
, 89
Vertical marketing
, 63
Walmart
, 17–19, 97–100
Walmart Neighborhood Markets
, 98
Walton, Sam (founder of Walmart)
, 98–99
We Do Everything Ourselves marketing (WDEO marketing)
, 110
Wikipedia
, 57
“Wow” effect
, 78–79
Xerox
, 27
Yanosik
, 57
Yelp
, 57
Zero-sum game approach
, 190
- Prelims
- Chapter 1 Change in Business Paradigm
- Chapter 2 In Search of New Business Opportunities
- Chapter 3 Business Concept and Business Model
- Chapter 4 Operational Efficiency
- Chapter 5 Organizational Culture and Leader
- Chapter 6 New Business Paradigm of the Organization of Tomorrow
- Chapter 7 Instead of the Summary – Materialization of the Darwin Theory
- Bibliography
- Index