%{search_type} search results

• Contents: Preface
• Introduction
• 1. The concepts and history of CSR and Sustainability
• 2. Understanding sustainable business
• 3. Sustainable business as a strategy, Integrating sustainable business intro company functions
• 4. CSR integration in Production & Procurement
• 5. CSR integration in Communication & Sales
• 6. CSR integration in HRM & Administration
• 7. CSR integration in R&D
• 8. CSR integration in different industries
• 9. Sustainable business in society and in the future
• 10. Concluding remarks
• Appendix
• List of references.
• (source: Nielsen Book Data)

The developments in our environment and society has made it clear that the way we run our businesses and govern our nations is not sustainable in the long run. This is also why more and more companies and organizations are pursuing sustainable business through various Corporate Social Responsibility (CSR) activities. However, many companies experience that although they facilitate a CSR strategy on corporate level, CSR is often not embedded in their business and/or integrated across their functions. If companies are to achieve the full business potential and performance impact of CSR, sustainability has to be operationalized, targeted and measured across the value chain through empowered employees and in alignment with the business strategy of the company. Though state-of-the-art CSR research, theories and models, the theoretical platform for sustainable business and CSR is presented in this book. However, CSR is carried out in practice, and not just in theory. This is why each chapter is supplemented with practical case examples explaining the way in which different companies and their managers have integrated sustainable business in their strategy and across the organizations' different functions. As is evident both in theory and practice, the success of CSR integration is highly affected by industrial context, as the unique characteristics of the industry have an impact on the key sustainability challenges and business opportunities of the specific company and industry. In support of this evidence, the book also reveals how CSR can be implemented across private and public organizations as well as small & medium sized entities (SMEs) Theoretical and empirical topics discussed in the book include: Defining sustainable business and CSR CSR strategy integration Stakeholder management Sustainable innovation, management and production Change management & change leadership Green business model innovation Responsible HRM and administration Cradle-to-cradle Green procurement Corporate social innovation Sustainable Communication and - Sales Business-NGO partnerships.
(source: Nielsen Book Data)

• 1. Introduction
• 2. Capacity markets primer
• 3. Restructured electricity markets and regional transmission organizations
• 4. Reliability and the 'missing money' problem
• 5. Capacity policies
• 6. First-generation capacity markets
• 7. Second-generation capacity markets
• 8. Capacity market demand
• 9. Capacity market supply
• 10. Capacity market design
• 11. Market power
• 12. Minimum offer price rules
• 13. The Texas alternative
• 14. Conclusion.
• (source: Nielsen Book Data)

Initially created as afterthoughts to competitive electricity markets, capacity markets were intended to enhance system reliability. They have evolved into massive, highly controversial, and poorly understood billion-dollar institutions. Electricity Capacity Markets examines the rationales for creating capacity markets, how capacity markets work, and how well these markets are meeting their objectives. This book will appeal to energy experts and non-experts alike, across a range of disciplines, including economics, business, engineering, public policy, and law. Capacity markets are an important and provocative topic on their own, but they also offer an interesting case study of how well our energy systems are meeting the needs of our increasingly complex society. The challenges facing capacity markets - harnessing market forces for social good, creating networks that manage complexity, and achieving sustainability - are very much core challenges for our twenty-first century advanced industrial society.
(source: Nielsen Book Data)

A dozen management fads have come and gone in the past decade, but brand equity, first explored by David Aaker in the late 1980s, has exploded in importance. Recognized by "Brandweek" as "the dean of the brand-equity movement, " Aaker now prepares managers for the next level of the brand revolution -- brand leadership.For the first time, Aaker and coauthor Erich Joachimsthaler describe how the emerging paradigm of strategic brand leadership is replacing the classic, tactically oriented brand management system pioneered by Procter & Gamble. This fundamental shift involves nothing less than a revolution in organizational structure, systems, and culture -- as the authors demonstrate with hundreds of case studies from companies such as Polo Ralph Lauren, Virgin Airlines, Adidas, GE, Marriott, IBM, McDonald's, Maggi, and Swatch. This immensely readable book provides the brand management team with the capability to: Create and elaborate brand identities (what should the brand stand for) Use the brand relationship spectrum, a powerful tool to harness subbrands and endorsed brands to form brand architectures that create clarity, synergy and leveraged assets Identify the customer "sweet spot" and the driving idea that will move brand-building efforts beyond advertising to break out of the clutter Use the Internet and sponsorship to make brands resources work more effectively Address the four imperatives of global brand managementLike David Aaker's two previous bestselling books, "Brand Leadership" will be essential reading for line executives and brand managers in market-driven firms worldwide.
(source: Nielsen Book Data)

• Pt. I. What is brand portfolio strategy?
• Ch. 1. Brand portfolio strategy
• Ch. 2. The brand relationship spectrum
• Ch. 3. Inputs to brand portfolio decisions
• Pt. II. Creating relevance, differentiation, and energy
• Ch. 4. Brand relevance
• Ch. 5. Energizing and differentiating the brand
• Ch. 6. Accessing strategic assets : brand alliances
• Pt. III. Leveraging brand assets
• Ch. 7. Leveraging the brand into new product-markets
• Ch. 8. Participating in upscale and value markets
• Pt. IV. Bringing focus and clarity to the brand portfolio
• Ch. 9. Leveraging the corporate brand
• Ch. 10. Toward focus and clarity
• Epilogue : brand portfolio strategy - 20 takeaways.

With the explosion of brands in today's marketplace, a mastery of brand management has become essential to successful business strategy. Faced with an increasingly complex landscape of multiple products, global reach, and dynamic markets, many companies don't know how to make the tough choices necessary to avoid the disorganized proliferation of brands and sub-brands that don't project a clear identity. Now, for the first time, David Aaker defines the structure and scope of the brand portfolio strategy firms must put in place to get the most from their brands. Cited as " the most called-upon expert on branding in the United States" by Advertising Week, Aaker shares tools and concepts for creating a well-articulated brand structure that supports strategy - replaces waste with synergy, confusion with clarity, and missed opportunities with leveraged assets. He shows how to: Keep brands relevant Energize and differentiate brands Grow by leveraging brand assets Participate in value and premium niches Filled with fresh case studies and examples form brand portfolio strategy pioneers - such as Coke, Citibank, Sony, Hewlett-Packard, Visa and Volvo - this book is a crucial addition to the literature.
(source: Nielsen Book Data)

• Preface 1. Winning the Brand Relevance Battle. Cases: The Japanese Beer Industry and The U.S. Computer Industry. Gaining Brand Preference. The Brand Relevance Model. Creating New Categories or Subcategories. Levels of Relevance. The New Brand Challenge. The First-Mover Advantage. The Payoff. Creating New Categories or Subcategories Four Challenges. The Brand Relevance Model Versus Others. 2. Understanding Brand Relevance: Categorizing, Framing Consideration, and Measurement. Categorization. It's All About Framing. Consideration Set as a Screening Step. Measuring Relevance. 3. Changing the Retail Landscape. Cases: Muji. IKEA. Zara. H&M. Best Buy. Whole Foods Market. The Subway Story. Zappos. 4. Market Dynamics in the Automobile Industry. Cases: Toyota's Prius Hybrid. The Saturn Story. The Chrysler Minivan. Tata s Nano. Yugo. Enterprise Rent-A-Car. Zipcar. 5. The Food Industry Adapts. Cases: Fighting the Fat Battle. Nabisco Cookies. Dreyer s Slow Churned Ice Cream. P&G s Olestra. From Fat to Health. General Mills and the Health Trends. Healthy Choice. 6. Finding New Concepts. Case: Apple. Concept Generation. Sourcing Concepts. Prioritizing the Analysis. 7. Evaluation. Case: Segway's Human Transporter. Evaluation: Picking the Winners. Is There a Market Is the Opportunity Real? Can We Compete and Win? Does the Offering Have Legs? Beyond Go or No-Go A Portfolio of Concepts. 8. Defining the Category or Subcategory. Case: Salesforce.com. Defining a New Category or Subcategory. Functional Benefits Delivered by the Offering. Customer-Brand Relationship Beyond the Offering. Categories and Subcategories: Complex and Dynamic. Managing the Category or Subcategory. 9. Creating Barriers: Sustaining the Differentiation. Case: Yamaha Disklavier. Creating Barriers to Competition. Investment Barriers. Owning a Compelling Benefit or Benefits. Relationships with Customers. Link the Brand to the Category or Subcategory. 10. Maintaining Relevance in the Face of Market Dynamics. Case: Walmart Avoiding the Loss of Relevance. Product Category or Subcategory Relevance. Category or Subcategory Relevance Strategies. Energy Relevance. Gaining Relevance The Hyundai Case. 11. Innovative Organization. Case: GE. The Innovative Organization. Selective Opportunism. Dynamic Strategic Commitment. Organization-Wide Resource Allocation.
• Epilogue: The Yin and Yang of the Relevance Battle. Notes. Index.
• (source: Nielsen Book Data)

Branding guru Aaker shows how to eliminate the competition and become the lead brand in your market This ground-breaking book defines the concept of brand relevance using dozens of case studies-Prius, Whole Foods, Westin, iPad and more-and explains how brand relevance drives market dynamics, which generates opportunities for your brand and threats for the competition. Aaker reveals how these companies have made other brands in their categories irrelevant. Key points: When managing a new category of product, treat it as if it were a brand; By failing to produce what customers want or losing momentum and visibility, your brand becomes irrelevant; and create barriers to competitors by supporting innovation at every level of the organization. * Using dozens of case studies, shows how to create or dominate new categories or subcategories, making competitors irrelevant * Shows how to manage the new category or subcategory as if it were a brand and how to create barriers to competitors * Describes the threat of becoming irrelevant by failing to make what customer are buying or losing energy * David Aaker, the author of four brand books, has been called the father of branding This book offers insight for creating and/or owning a new business arena. Instead of being the best, the goal is to be the only brand around-making competitors irrelevant.
(source: Nielsen Book Data)

• Preface 1. Winning the Brand Relevance Battle. Cases: The Japanese Beer Industry and The U.S. Computer Industry. Gaining Brand Preference. The Brand Relevance Model. Creating New Categories or Subcategories. Levels of Relevance. The New Brand Challenge. The First-Mover Advantage. The Payoff. Creating New Categories or Subcategories Four Challenges. The Brand Relevance Model Versus Others. 2. Understanding Brand Relevance: Categorizing, Framing Consideration, and Measurement. Categorization. It's All About Framing. Consideration Set as a Screening Step. Measuring Relevance. 3. Changing the Retail Landscape. Cases: Muji. IKEA. Zara. H&M. Best Buy. Whole Foods Market. The Subway Story. Zappos. 4. Market Dynamics in the Automobile Industry. Cases: Toyota's Prius Hybrid. The Saturn Story. The Chrysler Minivan. Tata s Nano. Yugo. Enterprise Rent-A-Car. Zipcar. 5. The Food Industry Adapts. Cases: Fighting the Fat Battle. Nabisco Cookies. Dreyer s Slow Churned Ice Cream. P&G s Olestra. From Fat to Health. General Mills and the Health Trends. Healthy Choice. 6. Finding New Concepts. Case: Apple. Concept Generation. Sourcing Concepts. Prioritizing the Analysis. 7. Evaluation. Case: Segway's Human Transporter. Evaluation: Picking the Winners. Is There a Market Is the Opportunity Real? Can We Compete and Win? Does the Offering Have Legs? Beyond Go or No-Go A Portfolio of Concepts. 8. Defining the Category or Subcategory. Case: Salesforce.com. Defining a New Category or Subcategory. Functional Benefits Delivered by the Offering. Customer-Brand Relationship Beyond the Offering. Categories and Subcategories: Complex and Dynamic. Managing the Category or Subcategory. 9. Creating Barriers: Sustaining the Differentiation. Case: Yamaha Disklavier. Creating Barriers to Competition. Investment Barriers. Owning a Compelling Benefit or Benefits. Relationships with Customers. Link the Brand to the Category or Subcategory. 10. Maintaining Relevance in the Face of Market Dynamics. Case: Walmart Avoiding the Loss of Relevance. Product Category or Subcategory Relevance. Category or Subcategory Relevance Strategies. Energy Relevance. Gaining Relevance The Hyundai Case. 11. Innovative Organization. Case: GE. The Innovative Organization. Selective Opportunism. Dynamic Strategic Commitment. Organization-Wide Resource Allocation.
• Epilogue: The Yin and Yang of the Relevance Battle. Notes. Index.
• (source: Nielsen Book Data)

Branding guru Aaker shows how to eliminate the competition and become the lead brand in your market This ground-breaking book defines the concept of brand relevance using dozens of case studies-Prius, Whole Foods, Westin, iPad and more-and explains how brand relevance drives market dynamics, which generates opportunities for your brand and threats for the competition. Aaker reveals how these companies have made other brands in their categories irrelevant. Key points: When managing a new category of product, treat it as if it were a brand; By failing to produce what customers want or losing momentum and visibility, your brand becomes irrelevant; and create barriers to competitors by supporting innovation at every level of the organization. * Using dozens of case studies, shows how to create or dominate new categories or subcategories, making competitors irrelevant * Shows how to manage the new category or subcategory as if it were a brand and how to create barriers to competitors * Describes the threat of becoming irrelevant by failing to make what customer are buying or losing energy * David Aaker, the author of four brand books, has been called the father of branding This book offers insight for creating and/or owning a new business arena. Instead of being the best, the goal is to be the only brand around-making competitors irrelevant.
(source: Nielsen Book Data)

As industries turn increasingly hostile, it is clear that strong brand-building skills are needed to survive and prosper. In David Aaker's pathbreaking book, "Managing Brand Equity, " managers discovered the value of a brand as a strategic asset and a company's primary source of competitive advantage. Now, in this compelling new work, Aaker uses real brand-building cases from Saturn, General Electric, Kodak, Healthy Choice, McDonald's, and others to demonstrate how strong brands have been created and managed. A common pitfall of brand strategists is to focus on brand attributes. Aaker shows how to break out of the box by considering emotional and self-expressive benefits and by introducing the brand-as-person, brand-as-organization, and brand-as-symbol perspectives. The twin concepts of brand identity (the brand image that brand strategists aspire to create or maintain) and brand position (that part of the brand identity that is to be actively communicated) play a key role in managing the "out-of-the-box" brand. A second pitfall is to ignore the fact that individual brands are part of a larger system consisting of many intertwined and overlapping brands and subbrands. Aaker shows how to manage the "brand system" to achieve clarity and synergy, to adapt to a changing environment, and to leverage brand assets into new markets and products. Aaker also addresses practical management issues, introducing a set of brand equity measures, termed the brand equity ten, to help those who measure and track brand equity across products and markets. He presents and analyzes brand-nurturing organizational forms that are responsive to the challenges of coordinated brands acrossmarkets, products, roles, and contexts. Potentially destructive organizational pressures to change a brand's identity and position are also discussed. As executives in a wide range of industries seek to prevent their products and services from becoming commodities, they are recommitting themselves to brands as a foundation of business strategy. This new work will be essential reading for the battle-ready.
(source: Nielsen Book Data)

• Business Strategy: The Concept and Trends in Its Management
• Strategic Market Management: An Overview
• EXTERNAL ANALYSIS
• Customer Analysis
• Competitor Analysis
• Market Analysis
• Environmental Analysis
• INTERNAL ANALYSIS
• Self-Analysis
• Portfolio Analysis
• ALTERNATIVE BUSINESS STRATEGIES
• Obtaining a Sustainable Competitive Advantage
• Differentiation Strategies
• Obtaining an SCA Low Cost, Focus, and the Preemptive Move
• Growth Strategies: Penetration, Product-Market Expansion, and Vertical Integration
• Diversification
• Strategies in Declining and Mature Markets
• Global Strategies
• IMPLEMENTATION AND THE PLANNING PROCESS
• Implementing the Strategy
• Formal Planning Systems
• Appendix
• Planning Forms
• Index.
• (source: Nielsen Book Data)

Updated to reflect widespread changes in the business climate of the 1990s, this comprehensive guide to business strategy describes a complete system that managers can use to develop a vision for their business, adapt to changes, and develop strategies based on sustainable competitive advantages. It demonstrates how to assess the strengths and weaknesses of a company and its competition, how to develop a competitive advantage, and how to implement and manage strategic change in a global environment. New information has been included in this edition on competitor image and personality, exchanging assets and skills, the borderless organization and business re-engineering concepts.
(source: Nielsen Book Data)