P.K. Jagersma

Innovate or Die.

Concentrates on innovation as an under‐exploited path to success in the business community, though reckons becoming innovative is not easy. Suggests innovative companies have a number of common characteristics, which are ten strategies to be implemented to create success, these are listed in full. States the innovation process requires a tailored corporate strategy and dedicated execution to be a success, as in the case of companies such as Apple, Microsoft, Starbucks, and Bang and Olufsen.

Cross-border acquisitions of European multinationals

This article presents the results of an extensive study on cross-border/international acquisitions of European multinationals in the period 1976–2000. The most common motives for cross-border acquisitions are market entry, increase in scale and economies of skills. There is a manifest preference for the United States of America. As yet, the influence of the (integrated) European Union is barely noticed. Two important preconditions for cross-border acquisitions are a unique competence that makes a company stand out from the competition and deep financial pockets.

Cross‐border alliances: advice from the executive suite

Purpose – How does a company make its way through the cross‐border alliance jungle? The article seeks to address several issues facing companies that are considering or managing cross‐border alliances.Design/methodology/approach – The author conducted 106 face‐to‐face interviews and 86 telephone interviews.Findings – In this research study, three questions were answered: Why should I form a cross‐border alliance? How should I select a proper alliance partner? What are the key factors for capturing substantial (alliance) value?Research limitations/implications – The study focuses on the views of senior executives and top managers of public companies and senior executives and top‐managers in state‐owned enterprises (especially in the energy sector), subsidiaries (of big global firms) and large private enterprises. The study does not include small and medium‐sized companies. The research does not focus on cross‐cultural management issues.Practical implications – The research indicates that some simple guidel...

Still searching for the pot of gold: doing business in today’s China

China may be the world’s largest growth market, but it has not always been hospitable to foreign companies. This appears from a survey of 381 managers of foreign companies active in China done by the Center for International Business of Universiteit Nyenrode, Breukelen, the Netherlands. The survey highlighted eight major hurdles that foreign businesses in China must understand and the most effective entry strategy to overcome them – the alliance strategy. Working the Chinese market requires, in addition, entrepreneurship, a fair share of common sense, luck and patience.

Spin-out management: theory and practice

The structure of a firm, an important element of the business model, plays a key role in building an innovative and market-driven organization. Due to failures in the structure of companies, growth opportunities are sometimes not fully realized. Spin-out management is a process by which a new or existing part of the organization (start-up or going concern) is diversified from the parent company. The goal is to develop independently related activities that enhance the firms innovative capabilities while profiting at the same time from the assets of the parent company, thereby improving the staying power of both.

International divestements--an empirical perspective

Considering the flurry of international expansion over the last half century, it is perhaps inevitable that multinational enterprises have lately been finding the need to divest many of those foreign activities. Indeed, international divestment is a basic tool of every MNEs strategic business policy. Of all the various reasons to divest, the most salient seem to be to concentrate the scope of business and ameliorate poor financial results. As this study of Dutch MNEs points out, alternative or more attractive growth opportunities, the lack of a local competitive edge, copycatting, and an unfavorable political climate prove to be significantly less important motives.

Strategic marketing and the global banking industry: elements of excellence

Purpose – On the basis of survey material, the article offers an examination of the banking industry and possible response strategies. The article aims at giving banks the impetus to fully incorporate marketing strategy into their competitive strategies to help them face the future.Design/methodology/approach – In the period September 2004 through January 2005, a survey was conducted by the Nyenrode University Center for International Business. A total of 225 top executives of 88 banks in 11 countries completed a questionnaire which provided an “instant picture” of the marketing strategies of the worlds largest banks.Findings – Banks expect to have to pedal harder for the same reward in the future. This emphasizes the need to rethink and revamp marketing strategies. The banks best able to meet the challenges of today and tomorrow will be those that manage the following strategic challenges effectively: creating a customer focus, updating the product development program, pricing banking products competiti...

The strategic value of sustainable stakeholder management

Purpose – The purpose of this paper is to explore the relationship between sustainable stakeholder management and reputational capital (of banks).Design/methodology/approach – In‐depth interviews with top executives of global banks, corporations, hedge funds, World Bank, IMF, SEC, ECB and politicians.Findings – A banks overall reputation is a function of its reputation among its various stakeholders in specific categories (e.g., product quality; customer service; financial performance; handling of environmental and societal issues; intellectual capital, etc.). Building a name that matters involves maximizing all characteristics. There is a very strong consensus across our research population that sustainable stakeholder management is required. The interviewees selected four outstanding “stakeholder management banks”: Santander (Spain), Rabobank (The Netherlands), HSBC Bank (UK) and Nordea (Sweden).Research implications/limitations – Building, sustaining and defending a solid stakeholder management reputa...

Competitive information logistics

Purpose – The purpose of this paper is to understand the specific components of effective information logistics.Methodology/design/approach – A total of 44 interviews were carried out with executives responsible for information logistics‐related issues such as IT/IS, knowledge/information management, R&D, purchasing/supply chain management, operations management and market research.Findings – The journey towards successful information logistics can be divided into phases, the main phases and steps of which are outlined in the article. The research indicates ten key tasks which the survey companies tended to do effectively, and which – in combination – represent the building blocks of excellence in information logistics.Research limitations – A selection has been made of 20 companies who enjoy a reputation for excellence in information logistics. Consequently, the results of the study do not represent a large statistically valid sample, but should be considered as interpretations and considered opinions.Pr...

The hidden cost of doing business

Purpose – The purpose of this article is to present the findings of a project to study the complexity management activities and strategies of 20 global companies.Design/methodology/approach – The article is based on a survey of 65 managers of 20 global companies. Interviews with senior management were combined with the study of public and company files.Findings – Global companies have a tremendous opportunity in making quantum leaps in complexity reduction. We have found that around 25 to 35 percent of costs is complexity‐driven. There are two successful approaches to managing business complexity costs: simplification and reconfiguration.Research limitations/implications – The study is embedded in qualitative research.Practical implications – Coping with complexity requires continuous efforts to identify and eliminate complications that add no value. Management has to analyze the company and its environment to flush out the hidden linkages between costs, activities, and the decisions that generated them.O...