As the media converges with the telecommunication industry leveraging content becomes key for both formerly separate industries. As new channels are offered and used to distribute various contents - from music to games, from text to videos - companies have to think about innovative ways to even more profit from providing the channels or from providing the content or from providing both. New business models are emerging that are made for leveraging content and finding their way to the customers. This book explains why and how more content leverage becomes reality.  

The research described in this book contributes to the scientific field of optimal control theory applied to dynamic models of the firm. In 1963, Jorgenson first wrote about the use of optimal control theory in order to analyze the dynamic investment behaviour of a hypothetical firm. A decade later, reports appeared of work on more realistic models of the firm carried out by, amongst others, Lesourne [1973) and Bensoussan et al. [1974). In The Netherlands, P. A. Verheyen, Professor of Management Science at Tilburg University, further instigated studies in this field which led to several publications, for example: Van Loon [1983], Van Schijndel [1988), Kort [1989]' Van Hilten [1991) and Van Hilten et al. [1993). Their investigations are char- acterized by an analytical approach to optimization problems (The Maximum Principle of Pontryagin combined with the path coupling procedure of Van Loon). Inherent to this approach, a good economic interpretation of solutions is obtained; however, analytical solving becomes practically unfeasible when simulation models become more complex, e. g. by stronger non-linearity, explic- itly time-dependent functions and larger numbers of state variables, control variables and subsidiary conditions. For example, the path coupling procedure is complicated for optimization problems where discontinuities in the costate variables occur. At Eindhoven University of Technology, P. M. E. M.

What do The Beatles, Apollo 13, the Roman military, a pack of wolves, and the very best companies in the world all have in common? Answer: Plasticity. They can change, adapt, and excel as the situation requires. In most organizations, strategy and functional excellence get the most attention. But even the best of either provides only limited long-term advantage. Highly effective organizations add Plasticity as a third dimension and rack up stellar breakthroughs-again and again. It is the key ingredient that allows strategy and functional excellence to deliver value. As the authors show in Corporate Plasticity: How to Change, Adapt, and Excel, Plasticity also enables great organizations to break down barriers and collaborate in the pursuit of a common objective, and to reconfigure or rewire themselves to face down challenges or reach ever-stronger competitive positions. Through entertaining stories and astute analysis, this book demonstrates that Plasticity spurs sports teams to become champions, companies to book record earnings, and artists to attain worldwide fame. You can use its principles-adaptability, flexibility, fluid networks and roles, lofty goals, and innovation, among others-to achieve operational excellence, tear down silos, and create more vibrant, creative enterprises. Your organization can become not just highly profitable and fun to work for, but an organization that can change the world. Plasticity allows an organization to choose its own destiny, become versatile, and dare more than others. Its success lies in a set of abilities called the Magic 7: Purpose: Your company must discover, select, and express what it is meant for. Focus: Your company must have the courage to ignore everything that is not in line with its purpose, and then see that purpose through. Culture: Your company must create the conditions that allow people to work across boundaries and outside of predefined roles. Spirit: Your company must inspire people to feel part of a cause that is bigger than they are. Networking: Your company must provide the means, freedom, and encouragement for people to nurture and grow their internal and external networks continuously. Knowledge: Your company must encourage experts to provide their knowledge and make it readily available to everyone who needs it. Leadership: Your company's leaders must model and personify the characteristics they want others to adopt. Silo thinking? Poor collaboration? Weak earnings? Strategies that gain no traction? Corporate Plasticity: How to Change, Adapt, and Excel is the answer. It shows you how to cultivate each of the seven disciplines to infuse Plasticity in an organization. That-along with razor-sharp strategy and crisp execution-will unleash the power you need to reach both personal and corporate goals. You might even change the world.

There's a new buzz phrase in the air: Supplier Relationship Management (SRM). Corporate executives know it's necessary, but there's only one problem. Nobody yet knows how to do it. Or they think it's all about bashing your vendors over the head until they reduce the price another 4%. Supplier Relationship Management: How to Maximize Vendor Value and Opportunity changes all that. Containing the best and most innovative advice from the operations and procurement experts at consultant AT Kearney, this book shows that SRM is at root a strategic discussion requiring cross-functional interaction and internal alignment at the highest levels. It requires an honest appraisal of the value that suppliers now bring to your firm, as well as their potential value. It then requires a frank and constructive business-to-business dialogue about how to improve the relationship. When this happens, a company reaps myriad benefits, ranging from new opportunity to added value to competitive advantage-and, quite likely, to overall (and sometimes substantial) cost reductions. This book shows the most concrete methods you can use today to: Identify value-adding opportunities in the supply chain Work closely with suppliers to maximize the benefits Work the "Critical Cluster" of suppliers, where the greatest opportunity for advantage lies Review suppliers to encourage constant gains in quality and cost Turn your SRM strategy into a major competitive advantage Supplier Relationship Management introduces and explains the Supplier Interaction Model, a key tool that will help you get the most from your supplier relationships. It segments the supplier universe into nine categories, from those you want to run away from fast to those so good and so useful to your organization that it can make sense to invest in them directly. Numerous case studies show how to apply the principles to your situation. Supplier Relationship Management burns off the fog that has surrounded the procurement process for far too long. It is the definitive guide for business executives who want to get the maximum benefits from suppliers and gain very real advantages over competitors.

The classic nursery story of "Jack and the Beanstalk" reads like a business dream come true: risky deal promises great returns, is scorned by skeptics, and ultimately results in phenomenal growth and profits. In the business world, Jack's fairy-tale experience is mirrored in the experiences of a select group of companies. The common thread: larger-than-life growth accompanied by risk, obstacles, and incredible profits. And with growth becoming increasingly essential to creating and maintaining shareholder value, such stellar examples have much to teach the rest of us. Competitive forces never stop. Just when a company finds itself near the top of the growth curve, new competitors, and new competitive issues arise. Without a successful growth strategy, its stay at the top will be a short visit. While it's true that there is no permanent roadmap for growth, there are critical signposts along the way and some of them can be found in the stories of courage and innovation captured in Sustaining Corporate Growth: Harnessing Your Strategic Strengths. This book identifies the success factors that characterize the truly dominant market leaders. It defines the requirements for true critical competency and shows how to identify and keep them sustainable. It lays out a six step plan to winning competitively with core competencies and developing those that generate the greatest customer benefit. You get the inside scoop about what works, time and again, at globally admired companies. Through the stories of eight world-renowned companies that have conquered obstacles to achieve sustainable, long-term growth you understand what it takes to beat the odds. These unique, diverse stories reveal common keys to growth that transcend industry and geographic boundaries. The primary key? Identifying, nurturing, and harnessing a company's strategic strengths and making them the centerpiece of growth. Sustaining Corporate Growth: Harnessing Your Strategic Strengths describes the secrets of sustainable success at some of the world's best-known companies.