1 . Paralysis by analysis . Experience has repeatedly shown that, whenever difficult organization wrenching strategies are formulated by the internal staff, they fare even worse than strategies formulated by external consultants . In practice, a typical result has become known as "paralysis by analysis" results of annual planning exercises remain on paper and gather dust on the corporate planne...

The success of a product depends upon its positioning which in turn is related to its brand name. A brand name may be defined as, a name, term, sign, symbol, or design, or a combination of these, that identifies the manufacturer or seller of a product or service (Kotler and Armstrong, 2002). Zikmund and d’Amico (1984) defined brand as any name, term, symbol sign, design, or unifying combination...

Recognizing past diversification mistakes, some companies have initiated large-scale restructuring programs. Others have done nothing at all. Whatever the response, the strategic questions persist. Those who have restructured must decide what to do next to avoid repeating the past; those who have done nothing must awake to their vulnerability. To survive, companies must understand what good cor...

The article builds a competitive model of the incumbent and later entrant, considering the case of single-homing andmultihoming. Results show that the conditions that later entrant platform profits exceed incumbent platform are the same underthe case of single homing and multihoming. At the same time, the later entrant should turn to charge rather than subsidizingenterprise when two platforms g...

TCP Vegas is regarded as balanced congestion control strategy, however, shortcomings such as low bandwidth utilization and not gain fairness when sharing link with TCP Reno. We reinvestigate these issues and propose a modification strategy called Dynamic Vegas, which changes initial TCP Vegas’ in slow start and congestion avoidance phase. It dynamically chooses slow start algorithm and adjust d...

In the era of knowledge economy, the necessity of recognizing knowledge as a key and intangible asset makes the effective management of knowledge a priority. Business strategy is the most important context for guiding effective knowledge management. And, knowledge management (KM) is also a dimension of business competitive strategy. Based on Miles and Snow’s (1978) business strategy typology, a...