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Strategic Inflection Points - Wristwatches
1. Oris Big Crown - 1910s
2. Waltham - 1920
3. Cocktail watch - 1930
4. Bulova Accutron - 1960
5. Oyster Perpetual - 1965
6. Speedmaster - 1969
7. Lasser digital - 1970s
8. Gold watch - 1970s
9. Casio digital - 1990s
10. Seiko Kinetic - 1990s
11. Omega Seamaster - 1995
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Added by Vivek Raghuvanshi on November 20, 2009 at 6:51am —
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Strategic Inflection Points - Cars
Few things map the development of design better than a car.
1. De Dion - Bouton Model Q - 1903
2. Model T Ford - 1908
3. Rolls Royce 40/50 - 1907
4. Citroen Traction Avant - 1934
5. Auburn 851 Speedster - 1935
6. Volkswagen Beetle - 1939
7. Citroen 2CV - 1948
8. Bentley R-type Continental - 1952
9. Mercedes - Benz 300SL - 1954
10. Fiat 500 - 1957
11. Buick Ro…
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Added by Vivek Raghuvanshi on November 18, 2009 at 7:10am —
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STRATEGIC INFLECTION POINTS - PERFUME
1. L'heure bleue - 1912
Blend of roses, irises, vanilla and musk.
Positioned as Romantic perfume.
The Baccarat glass bottle reflects this romanitcism. Art Nouveau swirls at the shoulders of the bottle and delicately drawn label, the design suggests sensuality.
2. Chanel No 5 - 1921
Remains the essence of Simplicity.
It is square, with a plain wedge stopper and a…
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Added by Vivek Raghuvanshi on November 16, 2009 at 7:30am —
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Key Success Factors for Future Competitive Success
Key Success Factors [KSFs] could be:
1. Product attributes
2. Competencies
3. Competitive capabilities
4. Market achievements
Having greatest impact on future competitive success in the markets.
1. It could be technological expertise or scientific research in high technology industries such as pharmaceuticals or telecommunications.
2. It could be proven…
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Added by Vivek Raghuvanshi on November 14, 2009 at 11:30pm —
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To generate Competitive Intelligence we need to get clarity of the Competitive Environment in which the organisation operates :
1. Economic Features
We need to identify and analyse the most important economic features of the industry in which the organisation operates in.
2. Competitive Forces
We need to identify and analyse multiple competitive forces which industry members are facing and assess the str…
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Added by Vivek Raghuvanshi on November 14, 2009 at 11:30pm —
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When a Corporate Raider attempts a hostile takeover of an organisation, we need to understand the interplay in the Quicksilver environment:
The Players:
1. White Knight
2. Black Knight
3. Gray Knight
4. Yellow Knight
Further when a Corporate Raider attempts Greenmailing or hostile takeover threat still persists, do we have options such as:
1. Moat
2. Golden Parachute
3. People Pill
4. Poison Pill
5. Lobs…
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Added by Vivek Raghuvanshi on November 14, 2009 at 2:30pm —
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I. Assessment of Strategies
A. Focused Differentiation
B. Best Cost
C. Differentiation
D. Low Cost
E. Focused Low Cost
F. Market Skimming
G. Market Penetration
H. Related Diversification
I. Unrelated Diversification
J. Backward Integration
K. Forward Integration
L. Horizontal Integration
II. Consumer Perceptions
A. Negative Moment of Truth
B. Positive Moment of Truth
C. Usage
D. Attitude
E. Image
F. Mark…
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Added by Vivek Raghuvanshi on November 14, 2009 at 1:30pm —
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Mergers & Acquisitions presents CORPORATE RISKS which has to be mitigated.
Success of merger / acquisition depends how we have actually prepared at:
1. Pre Merger stage
2. Post Merger stage
Pre Merger stage:
Here compatibility issues need to be addressed under :
A.Courtship phase
B. Evaluation and Negotiation phase
While we are looking at compatibility issues at during Courtship phase, have we loo…
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Added by Vivek Raghuvanshi on November 12, 2009 at 7:00pm —
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Macro Risks of Globalisation [ Domino Effect ]
1. Retrenchment from globalisation
2. Oil & Gas spike
3. Infectious diseases in the Developing world
3. Trans-national crime and corruption
4. Chronic diseases of the Developed world
5. Middle East instability
6. Heatwaves and droughts
7. Natural catastrophy : cyclone, earthquake, extreme inland flooding
8. Interstate and civil wars
9. Fiscal crisis in adva…
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Added by Vivek Raghuvanshi on November 11, 2009 at 6:30am —
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Courtsey - Hudson Hawk
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I will like to thank Hudson Hawk for permitting me to use the following Alert.
The Americans, Swedes, Russians and the French are at daggers drawn to retain Indian Air Force as their client.
Lockheed Martin F-16 IN Super Viper - Costs USD 50 Million
Boeing F/A - 18 Super Hornet - Costs USD 57 Million
Eurofighter Typhoon - Costs USD 123 Million
Mikoyan 29 OVT - C…
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Added by Vivek Raghuvanshi on November 7, 2009 at 4:30am —
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Dedicated to the band of brothers at International Technical Advisory Corps and friends at Corporate Risks
http://www.corporaterisks.info/
Addressing Macro Issues of Risks such as :
1. Middle East instability
2. Interstate & Civil Wars
3. Failed and failing states
4. International Terrorism
5. Collapse of NPT
Understanding Cross-Cultural Differences - Mitigating Risks of Globalisation for American & European Businesses in Middle East and…
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Added by Vivek Raghuvanshi on November 1, 2009 at 12:00pm —
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