James Yuille Strategies for Networking
Don’t front up at a neworking function expecting to make a sale. “Networking is an opportunity to meet people in a neutral environment, to form relationship and to built trust. People who are too anxious about making a dollar will only ostracise themselves from the rest of the group.” Other tips include: be open-minded, don’t be pushy, be a good listener and think to long-term. [...] “I have known someone [though networking] for 12 year and only last year did that relationship come up with business.”
From: BRW, September 2—8, 2010, p. 38
Peter Murmann: These tips can be applied not only to win business but also to advance one’s career.
Categories: Strategic Management 4 | Topics | Networking |
Lehman Brothers’ did not Walk to Talk of its Mission Statement
BRW reports: “Lehman Brothers’ mission statement nodded in all the right directions. It told employees and investors that
We are one firm, defined by our unwavering commitment to our clients, our shareholders, and each other. Our mission is to build unrivalled partnerships with, and value for, our clients, through knowledge, creativity, and dedication of our people, leading to superior returns to our shareholders.
However, the investment bank did exactly the opposite, gorging on low-quality mortgages and nearly felling the global financial system. Rather than ‘set and forget’, [mission statements] should be part of a conversation between staff and management.”
(BRW August 26-October 6, 2010, p. 78)
Categories: Strategy Implementation - 782 | Topics | Fundamental Objective | Strategic Management 1 | Topics | Fundamental Objective | Communication |
Dramatic Challenge to Barnes & Nobles Business Model
This one of the most vivid examples of challenges to the existing business model of a firm. The Wall Street Journal reports:
After nearly 17 years of consistent growth, Barnes & Noble is stumbling. Revenue fell 3% to $5.12 billion for the fiscal year ended Jan. 31, 2009, while earnings dropped about 45% to $76 million.
When it launched the iPad last month, Apple championed a new approach to e-book pricing. Earlier this year, most large publishers agreed to establish a so-called agency model, where the publisher receives 70% of the digital price while e-book sellers act as agents and receive 30%. While some best sellers remain at $9.99, many major authors are priced at $12.99 or $14.99.
Categories: Strategic Management 4 | Topics | Economic Logic Analysis | New Business Model |
Google’s New Search Homepage: Integrating Quantitative and Qualitative Data as well as Intuitions
Jump to minute 1:47 of the Business Week video.
Categories: Strategic Management 3 | Topics | Innovation | Strategic Management 4 | Topics | Decision Making |
Excellent Overview of the Philosophy of Social Sciences
Daniel Little’s article for the Cambridge Encyclopedia of Philosophy provides an excellent overview of the key issues in the philosophy of social sciences. You can read it here.
Categories: Foundations of Social Sciences | Resources |
Logical Incrementalism in Product Development
This little exerpt from the NY Times explains well the concept of logical incrementalism in management.
Mr. Schmidt didn’t stop there. He acknowledged that “Google might not get it right the first time,” and said that Apple probably wouldn’t either, briefly alluding to some better features coming with the second generation of the iPad. But he said both companies would have “the next two to three years to figure it out.”
Categories: Strategic Management 3 | Topics | Innovation |
Steven Strogatz explains beautifully how the concept of inifinity first tripped up philosophers but then provided them with a powerful tool to calculate things that could not be calculated without taking things to inifity. I wish I had had as good a math teacher as Strogatz. The lesson here is also that Strogatz does not provide a solution to Zeno’s paradox but that he shows that even without fully removing the puzzles around infinity one can use the concept to get more knowledge in other areas.
Read his column Take It to the Limit.
Categories: Foundations of Social Sciences | Resources |
Apple with only 7% of Sales account today for 35% of Industry Profits
According to a Business Insider article, the banking giant has aggregated numbers from the top ten PC makers in the world and determined that, while Apple only commands 7 percent of overall revenues in the PC market, its products account for 35 percent of the operating profits. See Full Article.
Categories: Strategic Management 1 | Update on Case Studies |
For all information and resources regarding the course, UNSW students should log into the Blackboard Course Website.
Categories: Foundations of Social Sciences | Resources |
Couse Outline for Intellectual Foundation of Social Sciences now available
Here you can find the course outline. STRE 8005 More information for enrolled students is available at the UNSW course webpage.
Categories: Foundations of Social Sciences | Course Outline |
Richard Branson’s Fundamental Objective
The Financial Times posed twenty questions to Richard Branson. Here are the two important ones that touch upon the idea of a fundamental objective.
How important is money?
My priority is learning and trying to improve the world – not being rich.How do you want to be remembered?
That I have made a difference.
Read full interview.
Categories: Strategy Implementation - 782 | Topics | Fundamental Objective | Strategic Management 1 | Topics | Fundamental Objective |
Rarely is a Hollywood movie such a great teaching instrument. Duplicity gives a wonderful picture of how far large companies go in figuring out what their competition is up to. What’s more, the principles of game theory are very well illustrated by Julia Roberts and Clive Owen, who make a wonderful pair. I recommend that every Strategic Management student watch this film.
Categories: Strategic Management 1 | Topics | Strategy Formulation | Strategic Management 4 | Topics | Decision Making |
Ryan Trainor
1. Articulate and sell your vision and build strong teams with skilled people who offset your weaknesses and excel at implementation.
2. Foster good relationships with your bank, clients, staff and other stakeholders.
3. Create processes and systems to get the best out of employees. People want to be part of a company where they can have input and be recognised for it.
Mario Salva
1. Know your market. Research who your target customers are, what they can afford and how you can deliver your product at a more competitive price than your opposition.
From BRW, Feb 12-18, 2008
Categories: Strategic Management 1 | Topics | Entrepreneurship |

