Issue 2, 2008

Global dominance through the emerging middle segment

Wilhelm Lerner, Kurt Baes and Petter Kilefors

The rise of emerging markets in the coming decades will have huge implications for companies. Any multinational company that aims to be a global leader must know how to capture a significant share of the largest customer segment in countries such as China, India, Russia and Brazil. These new customers are the so-called middle segment. This article demonstrates that a successful approach to this critical segment requires an entirely new attitude from Western multinationals towards emerging markets. Without it, they will not only fail to grow in emerging markets but also risk losing their position in their mature home markets. [...]

Issue 2, 2008

Bringing business models down to earth

Herman Vantrappen, Henri de Bodinat and Michael Ungerath

The term "new business model" has an enticing ring to it, as it refers to a new and supposedly better way of making money. Ryanair, McDonald’s, IKEA and Amazon are examples that come to mind immediately. Admirable as these may be, they are also so extraordinary that they provide little guidance to executives on how to establish new ways of making money within their own industry, company or business unit. In this article, the authors explain how to go about new business model thinking in practice, using plain and simple examples. [...]

Issue 2, 2008

New business models for mobile operators

Ansgar Schlautmann, Klaus von den Hoff and Nejc Jakopin

Just a few years ago, mobile network operators dominated their industry. The mobile phone ecosystem was in effect closed, and the network operators controlled not only the networks but also the services and the technology. Today they risk becoming mere "bit-pipe" providers. This article shows which new business models mobile operators can pursue to safeguard their revenues and profits. [...]

Issue 2, 2008

Product carbon footprinting - How to stay ahead in a carbon-constrained world

Peter J. Nieuwenhuizen, Philip W. Beall and Davide Vassallo

The climate debate has moved beyond the question of whether climate change is happening. The issue is no longer whether there should be limitations on carbon emissions, but when and how these limitations should be imposed. Do you know how much carbon dioxide your company emits to make its products or provide its services? In this article, the authors spell out a practical way for companies to respond to all these pressing questions. [...]

Issue 2, 2008

Back to basics - again

Herman Vantrappen and Yusuke Harada

Five years ago, after the bursting of the previous stock market bubble, the Prism article "Back to Basics" took a close look at the rules of the game followed by companies that have achieved long-term success. In this article the authors take a second look at the companies they analysed back then - and draw some fresh conclusions about how long-term commercial success is built. [...]

Issue 2, 2008

Understanding customer needs as the driving force for innovation

Interview with Stefan Leser

Service, individuality, quality and reliability have turned us into one of the leading travel organizers worldwide. [...]

Issue 1, 2008

Black Swan events - Should you be concerned?

Philip W. Beall, Rodolfo Guzman, David Lyon, Geoff Stevens and Eleonor Kramarz

The discovery of black swans in Western Australia was a shock for scientists. Today those unexpected birds have become a symbol for the disruption of the bell curve that is used for most forms of variation. Bhopal, Exxon Valdez and Société Générale have shown that, in business, the highly improbable can occur, with devastating consequences. In this article the authors take a closer look at some of these incidents, examine the effect on companies and show what you can do to prevent a Black Swan event happening to you. [...]

Issue 1, 2008

Innovation for top-line growth through product lifecycle management

Per I. Nilsson, Daniel Roos and Charles Boulton

Innovation is the holy grail of today’s business. But most companies are still dissatisfied with their innovation approach. They wonder whether they spend too little or too much on innovation. In this article, we argue that successful innovation is not about how much you spend, but why and how you spend it. [...]

Issue 1, 2008

Private Equity: Strategies for creating value in a difficult market

Matthew Walsh, Nathan Shklyar and Petter Kilefors

The credit crunch and the subprime crisis have changed the landscape for private investors. But that doesn’t have to mean the end of the road for private equity. Good private equity firms have kept going for decades, and in this article, the authors examine the options in tough times and set out guiding principles to help private equity firms keep adding value despite the downturn. [...]

Issue 1, 2008

Biomimicry: from curiosity to commercial reality

Cindy Dekeyser, Peter J. Nieuwenhuizen and Edouard Croufer

"Nature imitates art", argued Oscar Wilde, but today’s scientists imitate nature. This article examines the remarkable field of biomimicry, in which nature’s ingenious solutions to problems that have long baffled engineers are imitated and adopted. The authors highlight leading examples and show how companies can best prepare themselves to make the most of nature. [...]

Issue 1, 2008

"The customer is the determining factor"

Interview conducted by Peter Nieuwenhuizen and Victor Hanenburg

In this exclusive interview, Harri Kerminen, president and chief executive of Kemira, provides an insight into the participatory culture of the Finnish global chemicals group and reveals his thoughts on a changing portfolio, sustainability and how to deal with a challenging economic climate. [...]

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About Prism

Twice a year, Arthur D. Little covers the latest cutting-edge thinking on strategy, technology and innovation in its corporate magazine Prism. For over 20 years Prism has continually set the standards in innovative thinking and groundbreaking concepts in the world of business and management.

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