The blurring of boundaries among industry, university, and government is becoming a dominant trend as we approach the twenty‐first century. In a world where technology and…
Abstract
The blurring of boundaries among industry, university, and government is becoming a dominant trend as we approach the twenty‐first century. In a world where technology and information have become vital corporate assets, management is recognizing that business strategies must turn to other sectors to sustain international competitiveness.
Japanese businesspeople, especially those trained in the United States, are incredulous to discover that U.S. public opinion now compares the threat of Japanese acquisitions to…
Abstract
Japanese businesspeople, especially those trained in the United States, are incredulous to discover that U.S. public opinion now compares the threat of Japanese acquisitions to that of the Soviet military. And since Japanese acquisitions are expanding while the Soviet military is contracting, fear of Japan is increasingly a media‐hyped, all‐American worry along with drugs, crime, and too many taxes. Even the hit motion picture Back to the Future II portrayed the hero's future character as working for and being fired by a ruthless, humorless Japanese manager.
International investments have become powerful vehicles for achieving corporate goals. And nowhere are overseas investments more important than for Japanese corporations. It is…
Abstract
International investments have become powerful vehicles for achieving corporate goals. And nowhere are overseas investments more important than for Japanese corporations. It is becoming more apparent that strategic alliances between Japanese and U.S. firms will have significant advantages in the future. This is particularly true for midsize firms. Here's why.
Company value is the price at which an enterprise could trade in a merger or acquisition. Strategic management can play a critical role in enhancing that value. Yet, how the…
Abstract
Company value is the price at which an enterprise could trade in a merger or acquisition. Strategic management can play a critical role in enhancing that value. Yet, how the process works is not always obvious—especially to owners and managers who have difficulty seeing their companies from the perspective of new buyers.
Investment bankers of the 1990s will be quite different from those who dominated the scene throughout the 1980s. The emphasis in the past decade was on organizing highly leveraged…
Abstract
Investment bankers of the 1990s will be quite different from those who dominated the scene throughout the 1980s. The emphasis in the past decade was on organizing highly leveraged financings or acquisitions supported by high‐yield or junk bonds.
Strategic management is the process by which a company's strengths and weaknesses are mapped onto its market opportunities and threats. The purpose of this orderly, logical…
Abstract
Strategic management is the process by which a company's strengths and weaknesses are mapped onto its market opportunities and threats. The purpose of this orderly, logical process is to generate and evaluate alternative options for accomplishing short‐term objectives and long‐term goals.
Investment bankers have been catching it of late. They are having a hard time, what with insider trading scandals, market meltdowns, junk bonds castigation, and congressional…
Abstract
Investment bankers have been catching it of late. They are having a hard time, what with insider trading scandals, market meltdowns, junk bonds castigation, and congressional outcries over bustup mergers and acquisitions. Then there's all that embarrassing talk of fees—compensation so immense, so seemingly out of all proportion for any human labor. Investment bankers have been known to earn well over $100,000 per hour!
Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in…
Abstract
Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in their efforts to develop and market new products. Looks at the issues from different strategic levels such as corporate, international, military and economic. Presents 31 case studies, including the success of Japan in microchips to the failure of Xerox to sell its invention of the Alto personal computer 3 years before Apple: from the success in DNA and Superconductor research to the success of Sunbeam in inventing and marketing food processors: and from the daring invention and production of atomic energy for survival to the successes of sewing machine inventor Howe in co‐operating on patents to compete in markets. Includes 306 questions and answers in order to qualify concepts introduced.
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Did M&A die with the '80s? Far from it. Take Haworth, the furniture company. Seven years ago it was sitting pretty in Michigan, content to sell a few desks and chairs. But a…
Abstract
Did M&A die with the '80s? Far from it. Take Haworth, the furniture company. Seven years ago it was sitting pretty in Michigan, content to sell a few desks and chairs. But a careful use of M&A, as a strategy, not a reflex, has turned it into an international power.