Digital Business Strategy responds to the need for clarification of the increasing, but fragmented, knowledge of digital business strategy. It systematically presents topical knowledge by reviewing previous research and developing frameworks for the content of digital business strategy and its relationships with relevant factors. In addition, the book analyses issues encountered by individual companies when implementing digital business strategies. The volume identifies key categories of digital business strategy, in particular strategy scope and direction, competitive advantage, and resource and capability reliance. It then explores relationships with antecedents such as digital experience, relationships with obstacles and enablers of strategy implementation, and relationships with operational and financial outcomes. The author demonstrates that strategy content and relationships differ among manufacturing companies, retailers, digital content providers, and digital platforms, and also presents ways to cope with issues of implementation. In summary, the book provides readers who wish to know more about the growing field of digital business strategy with up-to-date and systematic knowledge. It will be of great value to students at an advanced level, researchers, and reflective practitioners in the fields of technology management and strategic management in particular.

Contemporary businesses are exposed to global competition enhanced by new information technology and liberalized cross-border transactions in many industries. This introduces a new competitive dynamic, influenced by actors in developed and emerging markets. The dynamic puts major demands on executives as they consider future moves that support strategic initiatives. The context of intensified global competition requires attention from practicing (and aspiring) leaders in international business organizations. Drawing on contemporary research, Competitive International Strategy: Key Implementation Issues addresses international business strategy formulation and implementation in the global competitive market. It captures the essential strategy components by elaborating on the implementation of corporate integration and local responsiveness. This is considered a vital dichotomy in the development of international business strategies. Essential components include competition context, firm's resources, strategy directions and competence, implementation issues, and competitiveness. The book includes several detailed company cases. Bridging the strategy formulation and implementation is crucial for the ultimate success of international business firms. This book will be of great value to students at an advanced level, academics, and reflective practitioners in the fields of strategic management, leadership, and international business.

Contemporary businesses are exposed to global competition enhanced by new information technology and liberalized cross-border transactions in many industries. This introduces a new competitive dynamic, influenced by actors in developed and emerging markets. The dynamic puts major demands on executives as they consider future moves that support strategic initiatives. The context of intensified global competition requires attention from practicing (and aspiring) leaders in international business organizations. Drawing on contemporary research, Competitive International Strategy: Key Implementation Issues addresses international business strategy formulation and implementation in the global competitive market. It captures the essential strategy components by elaborating on the implementation of corporate integration and local responsiveness. This is considered a vital dichotomy in the development of international business strategies. Essential components include competition context, firm's resources, strategy directions and competence, implementation issues, and competitiveness. The book includes several detailed company cases. Bridging the strategy formulation and implementation is crucial for the ultimate success of international business firms. This book will be of great value to students at an advanced level, academics, and reflective practitioners in the fields of strategic management, leadership, and international business.

Markets which have been previously out-of-reach for companies other than monopolies or other protected firms, are increasingly being opened up to new entrants. Greater competitive pressure implies that more sophisticated business strategies must be formulated by all companies cooperating in emerging markets. This book focuses on strategy in emerging telecommunications markets in a liberalized Europe, particularly in the UK and Sweden. The book provides: * a literature review and applications of strategy concepts and key correlations * applications of a market establishment model and the strategic states model * a description of competition amongst telecom operators in the UK and Sweden * detailed case-studies of strategies of telecom operators in Europe * the identification of patterns and processes valid for emerging markets in general. Whilst the industry focus in the book is telecommunications, the framework and the models explored and developed provide guides to strategy formulation irrespective of the market under consideration. Strategy in Emerging Markets will make valuable reading for strategy researchers, students and for corporate strategists. It will be of particular interest to those wishing to plot recent developments in the telecommunications industry.

Contents:
Part I: Theoretical Considerations: Strategy and Some Key Correlates
1. Models of Business Strategy in Emerging Markets
Part II: Telecom Operators in the UK and Sweden: Industry Overview; Design of an Industry Study
2. Telecom Operators in the UK
3. Telecom Operatos in Sweden
Part III: Strategy Cases of Telecom Operators in Europe; Colt Telecom: Expanding in Europe
4. Cable and Wireless: Developing a Corporate Strategy
5. Netcom Systems: Developing a Corporate Strategy
Part IV: Discussion of Empirical Findings: Patterns and Processes; Business Strategies of Telecoms Operators in the UK and Sweden
6. Corporate Structure and Integration: Cable & Wireless vs. Netcom Systems

Dealing primarily with the telecommunications industry, this text applies the strategic states model to international business strategies of industrial companies. It provides: a broad description of the telecommunications industry; details of an in-depth study of the telecommunications group Ericsson, including their developments in major markets such as Germany, the USA and Japan; and a description of how the strategic states model has worked for Ericsson and other companies. The strategic states model enables us to describe the current state and strategic development of any company or organizational unit. Using this method a company can scrutinize its alternatives and better understand its position and the possibilities for the future.