us to write this book. Each of us became economists because we wanted to apply our analytical training to better understand how society functions. By our good fortune, the economics of information, technological change, game theory, and competitive strategy were emerging fields of inquiry when we started our professional careers. We jumped in and offered our own contributions in these areas. Never did we imagine that, twenty years later, we would find ourselves in the
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led us to write this book. Each of us became economists because we wanted to apply our analytical training to better understand how society functions. By our good fortune, the economics of information, technological change, game theory, and competitive strategy were emerging fields of inquiry when we started our professional careers. We jumped in and offered our own contributions in these areas. Never did we imagine that, twenty years later, we would find ourselves in the middle of an information
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Licensed to: CengageBrain User Licensed to: CengageBrain User This is an electronic version of the print textbook. Due to electronic rights restrictions, some third party content may be suppressed. Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. The publisher reserves the right to remove content from this title at any time if subsequent rights restrictions require it. For valuable information on pricing, previous editions
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haven’t switched to Linux – less than 1 percent of all computers run Linux – a 2002 survey by CIO magazine found that almost 30 percent of chief technologists were considering moving their companies’ PCs to a Linux PC operating system like Lindows. Wal-Mart, which began selling Lindows-ready PCs on its website in September 2002, had such success with that offering that by Christmas it was having trouble meeting demand. Almost every major PC electronics maker, from HP in printers to Epson in scanners,
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to provide a superior selection of high-end toys for children of all ages. When the company began, it generated interest by using unique marketing strategies and promotions. The toy business has a lot of tough competition. Large chain stores such as Wal-Mart and Target offer toys at deep discount prices. Finding the right strategy to remain competitive is difficult in this industry, as FAO Schwarz discovered when it filed for bankruptcy after 143 years in the toy business.1 This plug-in introduces
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original research. (August 2012) This article needs additional citations for verification. (August 2012) Enterprise resource planning (ERP) is a business management software—usually a suite of integrated applications—that a company can use to collect, store, manage and interpret data from many business activities, including:- Product planning, cost and development Manufacturing or service delivery Marketing and sales Inventory management Shipping and payment ERP provides an integrated view of
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the board, and global strategist, could look with satisfaction on the company’s phenomenal growth and market success. Since 1987, Starbucks had transformed itself from a modest nine-store operation in the Pacific Northwest into a powerhouse multinational enterprise with 10,241 store locations, including some 2,900 stores in 30 foreign countries (see Exhibit 1). During Starbucks’ early years when coffee was a 50-cent morning habit at local diners and fast-food establishments, skeptics had ridiculed the
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1.0 Introduction The Apprentice is a reality television show that originated in the United States on NBC. Billed as "The Ultimate Job Interview", the show depicts a group of 15-18 businessmen and -women competing in an elimination-style competition for a one-year, $250,000 job of running one of real estate magnate Donald Trump's companies. The show led Trump to become known for his fateful catch phrase "You're Fired!". The apprentice season 5, the fifth series of the Apprentice with Donald
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JANICE HAMMOND Amazon.com’s European Distribution Strategy In January 2003, Tom Taylor, Amazon.com’s Director of European Supply Chain Operations, sat in his office in Slough, United Kingdom, and pondered what changes Amazon needed to make to sustain its growth in Europe. Established in the fall of 1998 through the acquisitions of two on-line booksellers, Bookpages.co.uk in Britain and Telebuch.de in Germany, Amazon Europe had developed into three strong, independently run, country-based organizations
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know about their relation to prices collected offline, where most retail transactions take place. This paper presents the results of the first large-scale comparison of online and offline prices simultaneously collected from the websites and physical stores of 56 large multi-channel retailers in 10 countries. I find that price levels are identical about 72% of the time for the products sold in both locations, with significant heterogeneity across countries, sectors, and retailers. The similarity is highest
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