As a game of economics, investing involves the basic principles of economics that help investors identify financial goals and constraints, and come up with the right asset and portfolio allocation. Mourdoukoutas outlines the rules for investing in irrational markets successfully.
Mourdoukoutas argues that as globalization gains momentum and reengineering becomes universal, firms can no longer be sure of achieving sustainable competitive advantages through improved operating effectiveness alone. The new business strategy will focus on revenue growth and on the constructive destruction of conventional corporations, through collective entrepreneurship and its division in the product supply chain. To enhance revenues through the management of constructive destruction, companies must achieve organizational mutations and permutations, turning themselves from hierarchical managerial units into entrepreneurial networks. These entrepreneurial networks are communities that share a common fate: the risks and rewards associated with the discovery and exploitation of new businesses. Mourdoukoutas says that in some cases entrepreneurial networks can be extended outside the conventional borders of the corporation—vertically to suppliers, distributors, and customers, and horizontally to former competitors. In such networks the focus of business strategy should not be on the division of labor by task or process; rather, upon the divison of entrepreneurship and its diffusion among all of the firm's members. This is a challenging and thoughtful study and analysis for corporate management and their academic colleagues.
This groundbreaking text provides both theory and strategy for operating in a semiglobal economy in which international businesses must compete in highly globalized and highly localized markets at the same time. Unlike the traditional transnational and matrix corporate models, a semiglobal corporation organizes its operations according to the global/local content of its value propositions rather than according to geographical regions, products, or contribution to the parent company's performance. As an example of a semiglobal corporation, the Honda Motor Company has a global vision when it com ...
Why are word-of-mouth campaigns effective for some products, while failing for others? Which group of consumers should be the target of viral marketing efforts, and how can you turn word of mouth into buzz? Panos Mourdoukoutas and George J Siomkos provide the answers! The transformation of a desire for a product into an "epidemic" was, is and will always be the dream of each and every marketer. For some marketers this dream becomes reality. For others it remains simply a fantasy. "The Seven Principles of WOM and Buzz Marketing" offers the essential tools – seven simple steps – to launch an effective WOM and buzz campaign that helps products to cross the tipping point and to reach the mass market: Begin with the consumers Be innovative Target the right group Create the right message Find the right environment
Bankers in Japan and China are masters of accounting, not risk management, and American-style rescue packages won't solve their banking crises. Cleaning up balance sheets and purging non-performing loans won't work either, say Arayama and Mourdoukoutas. The problem goes deeper. It stems from high growth environments and tight government regulation. The result has been to limit competition in Japan and eliminate it in China. And that led to the control of management behavior, which weakened incentives for Japanese and Chinese bank decision-makers to manage, hands-on, their traditional and nontraditional banking risks. Adding to the problem is rationed credit, reflecting MITI and MOF priorities in Japan and those set by the central planning authorities in China. Japanese bankers have been turned into experts on the abacus, the ancient calculator, but they have little experience with or understanding of the other more important aspects of the banking enterprise. Arayama and Mourdoukoutas lay it all out in a challenging, provocative, readable study and analysis. It is an essential resource for academicians and policymakers in business, government, and international finance and investment. Arayama and Mourdoukoutas make it clear that Japanese and Chinese bankers must learn how to behave as for-profit institutions, where managers are accountable to the owners and other stakeholders. Second, they must be freed from government directives (in China) and guidance (in Japan) that control their day-to-day operations, and which restrict freedom to develop new products and businesses. Third, Japanese and Chinese bank managers must learn to act as true bankers. They must learn how to manage credit risk and function as public trading corporations. They must also learn how to deal with transparency and full disclosure rules and regulations, just as their Western counterparts must and do. In other words, say the authors, bank managers must escape the abacus mentality and learn how to use their brains rather than their fingers... and that may take much longer than anxious Western observers would have expected.
How can the contemplations and teachings of a man who lived in ancient Greece help you in your role leading a tech giant or a restaurant chain? Though skills and experience may have landed you your position, they don’t make you a great leader. Instead, true leaders evolve out of those who learn to look within and question themselves before they try to lead anyone else. In this book, aspiring leaders will explore ideas from the greatest thinkers of all time--including Aristotle, Heraclitus, Sophocles, Hesiod, and others--and learn how each of these classic teachings applies to the challenges of the modern workplace. In The Ten Golden Rules of Leadership, teachings discussed and related to the twenty-first-century work environment include: Know thyself Do not waste energy on things you cannot change Nurture community Always embrace the truth Let competition reveal talent, and more Whether you have already been entrusted with a leadership position or you aspire to have that responsibility one day, your success in that role begins and ends with you--knowing who you are, what you believe in, and what you are capable of. Within The Ten Golden Rules of Leadership, you will learn the questions you need to reflect on in order to discover what kind of leader you can be.
A Stoic Guide to the Art of Living a Richer, More Meaningful Life Plato, Aristotle, Socrates, Epictetus, Epicurus, Pythagorus, Aesop—such wisdom, now at your fingertips. Timeless wisdom from these ancient Greek philosophers plus others has been condensed by the authors into ten memorable and easy-to-understand rules that, if lived by, can enable modern readers to have rich, meaningful lives. The ten rules . . . represent enduring features of the Greek wisdom. In a very real sense, they defy time and place and represent insights that remain profoundly relevant for contemporary culture. They can serve as anti-dotes for an age in which much that is true and valuable has been obscured by falsity and misconception. Accordingly, these ancient aphorisms are offered to all those interested in rubbing the dust from their eyes. With each chapter examining a rule, all chapters begin with a quote from one of the great Greek philosophers who inspired the rule, followed by a story or explanation of the rule and its importance in life, and end with teaching points on which to meditate and reflect. From this simple starting point, each rule allows the reader to unfurl and explore the richness and depth that can be found in life by embracing the lesson offered. Any reader searching for meaning will return to this simple, slim volume again and again to find tried-and-true wisdom that spans the ages to speak to us today.
Mourdoukoutas argues that as globalization gains momentum and reengineering becomes universal, firms can no longer be sure of achieving sustainable competitive advantages through improved operating effectiveness alone. The new business strategy will focus on revenue growth and on the constructive destruction of conventional corporations, through collective entrepreneurship and its division in the product supply chain. To enhance revenues through the management of constructive destruction, companies must achieve organizational mutations and permutations, turning themselves from hierarchical managerial units into entrepreneurial networks. These entrepreneurial networks are communities that share a common fate: the risks and rewards associated with the discovery and exploitation of new businesses. Mourdoukoutas says that in some cases entrepreneurial networks can be extended outside the conventional borders of the corporation—vertically to suppliers, distributors, and customers, and horizontally to former competitors. In such networks the focus of business strategy should not be on the division of labor by task or process; rather, upon the divison of entrepreneurship and its diffusion among all of the firm's members. This is a challenging and thoughtful study and analysis for corporate management and their academic colleagues.
The authors of this descriptive yet practical, applications-oriented book examine the sources and management of traditional and nontraditional banking risks, then the conventional on-balance sheet and the modern off-balance sheet risk management methods.
Why are word-of-mouth campaigns effective for some products, while failing for others? Which group of consumers should be the target of viral marketing efforts, and how can you turn word of mouth into buzz? Panos Mourdoukoutas and George J Siomkos provide the answers! The transformation of a desire for a product into an "epidemic" was, is and will always be the dream of each and every marketer. For some marketers this dream becomes reality. For others it remains simply a fantasy. "The Seven Principles of WOM and Buzz Marketing" offers the essential tools – seven simple steps – to launch an effective WOM and buzz campaign that helps products to cross the tipping point and to reach the mass market: Begin with the consumers Be innovative Target the right group Create the right message Find the right environment
Provides both theory and strategy for operating in a semiglobal economy in which international businesses need to compete in highly globalized and highly localized markets at the same time. This book raises important challenges to the conventional models of business organization and the competitive strategies that proceed from them.
Bankers in Japan and China are masters of accounting, not risk management, and American-style rescue packages won't solve their banking crises. Cleaning up balance sheets and purging non-performing loans won't work either, say Arayama and Mourdoukoutas. The problem goes deeper. It stems from high growth environments and tight government regulation. The result has been to limit competition in Japan and eliminate it in China. And that led to the control of management behavior, which weakened incentives for Japanese and Chinese bank decision-makers to manage, hands-on, their traditional and nontraditional banking risks. Adding to the problem is rationed credit, reflecting MITI and MOF priorities in Japan and those set by the central planning authorities in China. Japanese bankers have been turned into experts on the abacus, the ancient calculator, but they have little experience with or understanding of the other more important aspects of the banking enterprise. Arayama and Mourdoukoutas lay it all out in a challenging, provocative, readable study and analysis. It is an essential resource for academicians and policymakers in business, government, and international finance and investment. Arayama and Mourdoukoutas make it clear that Japanese and Chinese bankers must learn how to behave as for-profit institutions, where managers are accountable to the owners and other stakeholders. Second, they must be freed from government directives (in China) and guidance (in Japan) that control their day-to-day operations, and which restrict freedom to develop new products and businesses. Third, Japanese and Chinese bank managers must learn to act as true bankers. They must learn how to manage credit risk and function as public trading corporations. They must also learn how to deal with transparency and full disclosure rules and regulations, just as their Western counterparts must and do. In other words, say the authors, bank managers must escape the abacus mentality and learn how to use their brains rather than their fingers... and that may take much longer than anxious Western observers would have expected.
How can the contemplations and teachings of a man who lived in ancient Greece help you in your role leading a tech giant or a restaurant chain? Though skills and experience may have landed you your position, they don’t make you a great leader. Instead, true leaders evolve out of those who learn to look within and question themselves before they try to lead anyone else. In this book, aspiring leaders will explore ideas from the greatest thinkers of all time--including Aristotle, Heraclitus, Sophocles, Hesiod, and others--and learn how each of these classic teachings applies to the challenges of the modern workplace. In The Ten Golden Rules of Leadership, teachings discussed and related to the twenty-first-century work environment include: Know thyself Do not waste energy on things you cannot change Nurture community Always embrace the truth Let competition reveal talent, and more Whether you have already been entrusted with a leadership position or you aspire to have that responsibility one day, your success in that role begins and ends with you--knowing who you are, what you believe in, and what you are capable of. Within The Ten Golden Rules of Leadership, you will learn the questions you need to reflect on in order to discover what kind of leader you can be.
Dreams enamour every little spark of our unfulfilled life. Only in that way could one possibly characterise a strand of thought struggling to take root under an arid and cruel sun. I LOVED MY DREAMS. I am enchanted every moment that I can gaze at that light, the light of the dream, that manages to shine through to the soul and one that has been adored by its whole shadow that looks kaleidoscopic, rioting amidst lush blue rhythms. I LOVED MY DREAMS.
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