NEWS: Kraft Splits — WSJ

August 19, 2011 Leave a comment

Corporate strategy at Kraft has involved various splits and spinoffs. The latest:
Kraft Splits WSJ0811.pdf

Filed under IV. Corporate Strategy

ANALYSIS: Airline pricing — WSJ

August 19, 2011 Leave a comment

Industry structure in airlines affects pricing:
Airline pricing WSJ0810.pdf

Filed under I. Industry Analysis

NEWS: InBev Bud culture clash — WSJ

August 19, 2011 Leave a comment

Implementing the biggest merger in beer industry, combining InBev (Brazilian/Belgian) with A-B (USA):
InBev Bud culture clash WSJ0511.pdf

Filed under II. Competitor Analysis

NEWS: MSFT Post PC — WSJ

August 19, 2011 Leave a comment

Microsoft competing in a maturing PC market. Different industry structure calls for different strategy:
MSFT Post PC WSJ0811.pdf

Filed under I. Industry Analysis

ARTICLE: Mangmt Practice x-Country — JEP

August 19, 2011 Leave a comment

Interesting and rare analysis by economists of impact of management practice across nations and firm structures:
Mangmt Practice x-Country JEP0210.pdf

Filed under III. Global Strategy

ANALYSIS: To Predict Google-Motorola, Review Microsoft-Comcast — AllThingsDigital

August 19, 2011 Leave a comment

Comparison of two acquisitons/alliances in high tech:

“QOTD: To Predict Google-Motorola, Review Microsoft-Comcast”

All Things Digital

 

Filed under IV. Corporate Strategy

ANALYSIS: Tech Clusters Do Not Not Really Work — WSJ

August 19, 2011 Leave a comment

For study at Country Diamond discussion:

“Tech Clusters Do Not Not Really Work”

Europe Technology

 

Filed under III. Global Strategy

ARTICLE: Tests of Strategy — McKinsey

August 18, 2011

Good article on key questions to ask in strategic thinking. PDF below:

PDFDownload.aspx.pdf

Filed under Surveys of Strategy Issues

ANALYSIS: Why best practice isn’t the best strategy — McKinsey

August 18, 2011

McKinsey Quarterly

Chart Focus Newsletter
August 2011View on the Web: http://www.mckinseyquarterly.com/newsletters/chartfocus/2011_08.htm

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Why best practice isn’t the best strategy

Spurious frameworks and torrents of data often obscure the basic principles of good strategy. To beat the market, companies must exploit imperfections that stop (or at least slow) its workings. Such competitive advantages are scarce and fleeting because markets drive a reversion to mean performance as middling companies emulate the best and the worst exit or undergo significant reform. Good strategies therefore emphasize difference—versus direct competitors, potential substitutes, and potential entrants—not industry-wide best practices. To learn more, read “Have you tested your strategy lately?” (January 2011).

CF_Aug2011.jpg

Filed under Surveys of Strategy Issues

NEWS: Query on Google’s Strategy – WSJ.com

August 17, 2011

Maybe Google’s next big purchase will be in Hollywood.

Investors could be forgiven for fearing such an offbeat script after watching the search giant agree to buy Motorola Mobility for $12.5 billion. That deal has strategic logic, in as much as it builds up Google’s patent portfolio in the mobile industry. But it raises questions about Google’s overall strategy. And the company’s willingness to diversify into a lower-margin, highly competitive industry where it has little experience makes a Hollywood film studio purchase seem somewhat less outlandish.

via Query on Google’s Strategy – WSJ.com.

Filed under IV. Corporate Strategy

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