Do your marketing strategies create or destroy shareholder value?

Do Corporate Global Environmental Standards Create or Destroy Market Value

Glen Dowell • Stuart Hart • Bernard Yeung 263 College of Business, University of Notre Dame, Notre Dame, Indiana 46556 Kenan-Flagler Business School, University of North Carolina, Chapel Hill, North Carolina 27599 New York University, Stern School of Business, 44 W 4th Street, Room 7/65, New York, New York 10012, and William Davidson Institute, University of Michigan Business School, Ann Arbor,...

Do Corporate Global Environmental Standards in Emerging Markets Create or Destroy Market Value

We would like to thank the editor for her encouragement and the associate editor for insightful and penetrating comments. We are also very grateful for the referees' constructive comments that substantially benefited the paper. In addition, we acknowledge the helpful comments from participants in the EIBA 1998 conference, the Academy of Management 1998 meetings, and the University of Michigan B...

Shareholder - value - based brand strategies

Companies like Procter & Gamble, Unilever, Xerox, Heinz, Apple and Gillette possess great brands and outstanding brand management competencies, yet they have failed to generate value for shareholders in recent years. What these companies are learning is that having strong brands which consumers value is not enough. Whether strong brands create value for shareholders depends upon the economics o...

Do new competitors, new customers, new suppliers,... sustain, destroy or create sustained protability?

A new player, e.g., an entrant, joining an existing game generally allows more value to be created, but also creates new alternatives for existing players. Greater value expands the range of equilibrium appropriation levels for an existing player, in particular, lowering the minimum equilibrium appropriation. The emergence of new alternatives has the opposite e¤ect. We say a player has competit...

Do new competitors , new customers , new suppliers , . . . sustain , destroy or create competitive advantage ?