STRATEGIC MANAGEMENT
By Frank T. Rothaermel
Georgia Institute of Technology
January 2012
Table of Contents - Concepts & Cases- Table of Contents - Concepts Only
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- About the Author
- Research
- Teaching
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- Questions or comments? Please get in touch!
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Table of Contents - Concepts & Cases
- PART ONE: STRATEGY ANALYSIS
Chapter 1 - What is Strategy and Why Is It Important?
Chapter 2 - The Strategic Management Process
Chapter 3 - External Analysis: Industry Structure, Competitive Forces, and Strategic Groups
Chapter 4 - Internal Analysis: Resources, Capabilities, and Activities
Chapter 5 - Competitive Advantage and Firm Performance
PART TWO: STRATEGY FORMULATION
Chapter 6 - Business Strategy: Differentiation, Cost Leadership, and Integration
Chapter 7 - Business Strategy: Innovation and Strategic Entrepreneurship
Chapter 8 - Corporate Strategy: Vertical Integration and Diversification
Chapter 9 - Corporate Strategy: Acquisitions, Alliances, and Networks
Chapter 10 - Global Strategy: Competing Around the World
PART THREE: STRATEGY IMPLEMENTATION
Chapter 11 - Organizational Design: Structure, Culture, and Control
Chapter 12 - Corporate Governance, Business Ethics, and Strategic Leadership
PART FOUR: MINI CASES
MINICASE 1 - Michael Phelps: Strategizing for Gold
MINICASE 2 - Strategy and Serendipity: A Billion-Dollar Bonanza
MINICASE 3 - The Home Depot’s Eco Options Boost Profit Margins
MINICASE 4 - Starbucks: Re-creating its Uniqueness
MINICASE 5 - GE Under Jack Welch vs. Jeffrey Immelt
MINICASE 6 - JetBlue: Losing the Magic Touch?
MINICASE 7 - Which Automotive Technology Will Win?
MINICASE 8 - Core Competencies: From Circuit City to CarMax
MINICASE 9 - P&G’s New Corporate Strategy: “Connect+Develop”
MINICASE 10 - The Wonder from Sweden: Is IKEA's Success Sustainable?
MINICASE 11 - Sony’s Silos Prevent Collaboration Across Divisions
MINICASE 12 - PepsiCo’s Indra Nooyi: “Performance with a Purpose”
PART FIVE: CASES
CASE 1 - Robin Hood
CASE 2 - The Movie industry (A) in 2008
CASE 3 - The Movie industry (B) in 2011
CASE 4 - Better World Books: Social Entrepreneurship and the Triple Bottom Line
CASE 5 - Tesla Motors and the U.S. Auto Industry (A)
CASE 6 - Tesla Motors and the U.S. Auto Industry (B)
CASE 7 - Rogers’ Chocolates
CASE 8 - Numenta: The Age of Truly Intelligent Machines?
CASE 9 - GeoX: Breathing Innovation into Shoes
CASE 10 - InterfaceRAISE: Raising the Bar in Sustainability Consulting
CASE 11 - Netflix
CASE 12 - Best Buy after Circuit City: What’s Next?
CASE 13 - JetBlue Airways: Managing Growth
CASE 14 - Bank of America and the New Financial Landscape
CASE 15 - DeBeer's Diamond Dilemma
CASE 16 - IBM and the Emerging Cloud Computing industry
CASE 17 - Merck: Open for Innovation?
CASE 18 - Lego Group: An Outsourcing Journey
CASE 19 - Healthymagination at GE
CASE 20 - Siemens Energy: How to Engineer a Green Future?
CASE 21 - Infosys Consulting in the U.S.: What to Do Now?
CASE 22 - Cemex: The Southdown Offer
CASE 23 - Cola Wars Continue: Coke and Pepsi in 2006
CASE 24 - Cola Wars in China: The Future is Here
CASE 25 - Embraer: Shaking Up the Aircraft Manufacturing Market
CASE 26- UPS in India: A Package Deal?
CASE 27 - Genentech: After the Acquisition by Roche
CASE 28 - Corporate Governance in Three Economies: Germany, Japan, and the United States
CASE 29 - United Technologies Corporation: Running a Global Ethics and Compliance Program
CASE 30 - Byte into an Apple
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Table of Contents - Concepts Only
- PART ONE: STRATEGY ANALYSIS
Chapter 1 - What is Strategy and Why Is It Important?
Chapter 2 - The Strategic Management Process
Chapter 3 - External Analysis: Industry Structure, Competitive Forces, and Strategic Groups
Chapter 4 - Internal Analysis: Resources, Capabilities, and Activities
Chapter 5 - Competitive Advantage and Firm Performance
PART TWO: STRATEGY FORMULATION
Chapter 6 - Business Strategy: Differentiation, Cost Leadership, and Integration
Chapter 7 - Business Strategy: Innovation and Strategic Entrepreneurship
Chapter 8 - Corporate Strategy: Vertical Integration and Diversification
Chapter 9 - Corporate Strategy: Acquisitions, Alliances, and Networks
Chapter 10 - Global Strategy: Competing Around the World
PART THREE: STRATEGY IMPLEMENTATION
Chapter 11 - Organizational Design: Structure, Culture, and Control
Chapter 12 - Corporate Governance, Business Ethics, and Strategic Leadership
PART FOUR: MINI CASES
MINICASE 1 - Michael Phelps: Strategizing for Gold
MINICASE 2 - Strategy and Serendipity: A Billion-Dollar Bonanza
MINICASE 3 - The Home Depot’s Eco Options Boost Profit Margins
MINICASE 4 - Starbucks: Re-creating its Uniqueness
MINICASE 5 - GE Under Jack Welch vs. Jeffrey Immelt
MINICASE 6 - JetBlue: Losing the Magic Touch?
MINICASE 7 - Which Automotive Technology Will Win?
MINICASE 8 - Core Competencies: From Circuit City to CarMax
MINICASE 9 - P&G’s New Corporate Strategy: “Connect+Develop”
MINICASE 10 - The Wonder from Sweden: Is IKEA's Success Sustainable?
MINICASE 11 - Sony’s Silos Prevent Collaboration Across Divisions
MINICASE 12 - PepsiCo’s Indra Nooyi: “Performance with a Purpose”
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Video Commercial - Watch Now!
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Buy Now!
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Sample Content Downloads
- Front Matter [PDF]
Chapter 1: What is Strategy and Why Is It Important? [PDF]
MiniCase 4: Starbucks: Re-creating Its Uniqueness [PDF]
Case Matrix [PDF]
Request an exam copy! Email: Christine Sedorook
* Note: Please use this as the Subject line in your email: "Rothaermel Exam Copy Request"
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Advance Praise
- “Coverage, organization, and currency are strengths of the book. It is both well-written and appropriate for a capstone business strategy course.”
- Paul Mallette, Colorado State University
“I especially like the examples and Strategy Highlights Rothaermel uses in discussing fairly difficult and abstract concepts.... I like this book very, very much. It’s a welcome change from the usual strategy texts in which the chapters are virtually interchangeable.”
- Isaac Fox, University of Minnesota
“I felt it was in-depth enough to gain a good understanding of the concepts, without being overwhelming with unnecessary information.”
- Shawn Larson, student at Northwood University
“The readability of the chapter is excellent, and it gets straight to the point.”
- David Herendeen, MBA student at University of Missouri– Saint Louis
“The writing style is considerably ‘down-to-earth’ in terms of meeting students where they are intellectually and bringing them along into more complex understanding of competitive advantage and firm performance.”
- Stephen V. Horner, Arkansas State University
“[My favorite aspect of these chapters] is the way they make these concepts relate to current issues in the real world. I love that I am actually learning something that is teaching me about the newest changes in the business world. And it is very easy to read, yet extremely informative. I really thought it was great. Couldn’t say there was much I did not like.”
- Laura Linton, student at University of Central Florida
“The cases, written to align with the text’s vocabulary, are a definite plus....The book offers a new, refreshing approach to the field of strategic management. Its presentation stays true to important strategic concepts and related topics while providing contemporary explanations, examples and relevant illustrations of them.”
- Frank Novakowski, Davenport University
“...this reading was as entertaining as it was informative.”
- Alejandra M. Nauman, student at North Carolina State University
“This book is a welcome departure from the more traditional treatments of strategic management. The industry examples are imbedded in the current research trends....This text is designed to build [students’] confidence and not overburden them with outdated examples and ‘boiler plate’ information....I feel this book will be READ by my students.”
- Gene Simko, Leon Hess Business School, Monmouth University
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Find Your MGH Rep
- Find your McGraw-Hill rep here: http://www.mhhe.com/reps
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About the Author
- Frank T. Rothaermel (Ph.D.) is the Angel and Stephen M. Deedy Professor in the College of Management at the Georgia Institute of Technology. He is an Alfred P. Sloan Industry Studies Fellow, and also holds a National Science Foundation (NSF) CAREER award, which "is a Foundation-wide activity that offers the National Science Foundation's most prestigious awards in support of … those teacher-scholars who most effectively integrate research and education …" (NSF CAREER Award description).
Frank’s research interests lie in the areas of strategy, innovation, and entrepreneurship. To inform his research he has conducted extensive field work and executive training with leading corporations like Amgen, Daimler, Eli Lilly, GE Energy, GE Healthcare, Hyundai Heavy Industries (South Korea), Kimberly-Clark, Microsoft, McKesson, NCR, among others. BusinessWeek named Frank one of Georgia Tech’s Prominent Faculty in their national survey of business schools. The Kauffman Foundation views Frank as one of the world’s 75 thought leaders in entrepreneurship and innovation.
Frank has published over 25 articles in leading academic journals such as the Academy of Management Journal, Academy of Management Review, Organization Science, Strategic Management Journal, and elsewhere. Some of his academic articles are highly cited. Frank currently serves (or served) on the editorial boards of the Academy of Management Journal, Academy of Management Review, Strategic Management Journal, and Strategic Organization. Frank regularly translates his research findings for wider audiences in articles in Forbes, MIT Sloan Management Review, Wall Street Journal, and elsewhere.
He has received several recognitions for his research, including the Sloan Industry Studies Best Paper Award, the Academy of Management Newman Award, the Strategic Management Society Conference Best Paper Prize, the DRUID Conference Best Paper Award, the Israel Strategy Conference Best Paper Prize, and is the inaugural recipient of the Byars Faculty Excellence Award.
Frank has a wide range of executive education experience, including teaching at Georgia Institute of Technology, Georgetown University, St. Gallen University (Switzerland), and the University of Washington. He received numerous teaching awards for excellence in the classroom.
Frank holds a Ph.D. degree in strategic management from the University of Washington; an MBA from the Marriott School of Management at Brigham Young University and an MA in economics from University of Duisburg, Germany. He was a visiting professor at the University of St. Gallen, Switzerland, and an Erasmus Scholar at Sheffield Hallam University, UK. Professor Rothaermel is a member of the Academy of Management, the Industry Studies Association (Founding Member), and the Strategic Management Society.
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Research
- In my academic research, I currently focus on two areas:
1. The Development of Firm Capabilities, and
2. Technology / Engineering / University Entrepreneurship
As of Oct 2011, my journal articles have been cited:
* 1,186 times in the Social Science Citation Index (lagging indicator)
* 3,438 times in Google Scholar (leading indicator)
The Development of Firm Capabilities is my main interest. Currently, I am investigating (with Drew Hess of the University of Virginia and Kostas Grigoriou, Ph.D. Candidate at Georgia Tech) the role of human capital in firm-level capability development. We are especially interested in the differences in human capital and how to leverage them for firm-level capability development and competitive advantage through intra- and inter-firm knowledge networks. I also continue to be active in the Technology, Engineering, and University Entrepreneurship research stream.
Research Awards
* National Science Foundation CAREER Award
* Sloan Industry Studies Best Paper Award
* Academy of Management William H. Newman Award
* Strategic Management Society Conference Best Paper Prize
* DRUID Society Conference Best Paper Award
* Israel Strategy Conference Best Paper Prize
* Georgia Tech Byers Award for Faculty Excellence in Research
Complete listing of research papers and PDF downloads
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Teaching
- Teaching Experience
PhD Seminar, Strategic Management
PhD Seminar, Exemplary Research in Organizational Sciences
Science PhD, JD, MBA students, TI:GER Program, Georgia Tech and Emory University Law School, Modules:
- Competing in the Life Sciences and New Product Development
- Competitive Advantage in Technology-intensive Industries
Executive MBA, Competitive Analysis
Executive MBA, International Management
Executive MBA, Managerial Economics
Executive MBA, Strategic Management
Evening MBA, Strategic Management
Graduate (non-business), Strategic Entrepreneurship
MBA, Strategic Management
MBA Elective, Current Thinking in Strategy
MBA Elective, Competing in the Health Sciences
Technology Management MBA, Economics of Strategy and Innovation
Undergraduate, Business, Government, and Society
Undergraduate, Microeconomics
Undergraduate, Strategic Management
Teaching Awards
MBA Outstanding Core Professor, College of Management, Georgia Tech, 2005, 2006, 2007
MBA Outstanding Professor
- Global Executive MBA Program, College of Management, Georgia Tech, 2006, 2007
- Executive MBA in Management of Technology Program, College of Management, Georgia Tech, 2007
Outstanding 2nd year MBA Professor, Broad Graduate School of Management, Michigan State University, 2003
University of Washington Technology Management MBA Program, Excellence in Teaching Award, 2002
University of Washington Excellence in Teaching Award, 1998 (Presidential university-wide award)
University of Washington Business School Teaching Award, 1998
Teaching Materials
Combining Innovation Strategies
MIT Sloan Management Review, Spring 2010: 12-15.
Finding an Innovation Strategy that Works
Wall Street Journal, August 17, 2009.
Competitive Advantage In Technology Intensive Industries
Technological Innovation: Generating Economic Results, Advances in the Study of Entrepreneurship, Innovation and Economic Growth, Volume 18, 201–225.
Appropriating the Returns from Innovation
Technological Innovation: Generating Economic Results, Advances in the Study of Entrepreneurship, Innovation and Economic Growth, Volume 18, 11–34.
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Executive Training
- I offer a variety of customized (in-house) programs (face-to-face or via Webinars), e.g.,
1) Strategy in High-Tech Industries
2) Innovation Strategy
3) Innovation Simulation (hands-on computer simulation)
4) Moving Beyond Incremental Innovation
5) Competing in the Health Sciences
6) Creating and Sustaining Competitive Advantage
7) Leveraging Market Structures for Advantage
* Other customized topics per request
Executive Training Clients
Daimler
GE Energy
GE Healthcare
Hyundai Heavy Industries (South Korea)
Kimberly-Clark
McKesson
Microsoft
NCR
Thomson Financial
Testimonials
“Frank Rothaermel is a tremendous thought leader and skillful presenter on the topic of Innovation Strategy. Frank’s style is engaging and interactive, and the blend of content and supportive videos are fresh, current and relevant. For organizations seeking to further the competitive edge through innovation, this is a must-attend program”
Mark Malis, Vice President – Talent Management, McKesson Technology Solutions
“Having been in medical industry for nearly 20 years, I was invigorated that Dr. Rothaermel’s teaching was able to offer a fresh, thought provoking and impressively current perspective on today’s dynamic health care environment.”
Michael Poteran, Regional Manager, GE Healthcare
“Frank Rothaermel’s innovation strategy model has been an integral part of GE Healthcare’s Technology Leadership Development programs. His approach provides the context upon which technology leaders can drive innovation into their everyday workplace activities.”
John Buckley, Manager, Technology Leadership Programs, GE Healthcare
“Dr. Rothaermel really brings innovation strategy to life with an ideal mix of theory and real-world examples. His teaching style makes highly complex topics accessible by putting them in contexts that today’s executives can relate to. I have used what I learned in his class repeatedly to drive innovation and growth strategies within my organization.”
Alex Heublein, Director, Strategy and Solutions, Red Hat Consulting
“Frank Rothaermel is an exceptional teacher and classroom facilitator. He has a tremendous ability to present material in a way that makes it relevant to everyone in the classroom. Further, Prof. Rothaermel has an incredible ability to engage the class, drawing out relevant first-hand experiences to allow people to immediately apply the ideas and tools presented to their own situations.”
Herb Edgecomb, P.M.P, Global Quality & Compliance Officer, IBM
Executive Training Materials
Combining Innovative Strategies
MIT Sloan Management Review, Spring 2010: 12-15.
Finding an Innovative Strategy that Works
Wall Street Journal, August 17, 2009.
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Wall
- Can/should the color red (or any color) be trademarked? http://on.wsj.com/A0Dge6
- RIM appoints new CEO (Thorsten Heins). He will focus on strategy execution, implying that RIM’s current strategy is a good one. Mr. Heins has a similar profile to Tim Cook, the new CEO of Apple, also with a focus on strategy execution. Will Mr. Heins be able to turn RIM around? http://on.wsj.com/xPsXJj
- How did Fujifilm thrive on technological change while (the innovator) Kodak went bust? Fujifilm asked itself how it could leverage existing core competencies into new markets—e.g., it pursued related diversification by redeploying and combining its core competence in chemicals to pharmaceuticals (if antioxidants protect photo from fading, it could be good for skin protection also) and LCD displays. Today, Fujifilm only makes 1% of its revenues from photographic film http://on.wsj.com/weMWVy To strategically guide such a diversification move, you can leverage the Core Competence – Market Matrix (Hamel & Prahalad, 1994), see detailed discussion on pp. 218-221 in Rothaermel “Strategic Management. Concepts” http://ftrStrategy.com The diagram below is on page 219 in the textbook mentioned.
- Disruption in the textbook publishing industry—Apple is turning the “razor and razor blade business model” upside down http://on.wsj.com/zbdwbh: Make money on the razor (selling iPads) while commoditizing the razor blades (driving costs of digital eBooks down to zero—think “Free—The Future of a Radical Price” http://amzn.to/ytbZVW). Will this happen? Will schools and universities want to rely on one monopoly supplier of (highly priced) tablets? Will makers of Android tablets and devices and others (e.g., Amazon, Google, Microsoft, etc.) stand by idle? I’m not so sure that the reversal of the business model will work. I do believe, however, that the move to eTextbooks is a great one and that quality of content will become more important—the analogy here is news: You can get “free news” but over 2 million subscribers pay for the Wall Street Journal because it delivers superior content. Indeed, the WSJ became the #1 newspaper in the U.S. because it never gave its high-quality content away for free while the vast majority of newspapers (including venerable ones such as NY Times or Washington Post) struggle to find a value-generating business model. Quality content will be king in eTextbooks.
- You have to check out the video ad for my new Strategic Management text & cases. This is something else. All I can say is: How you like me now? http://bit.ly/wZ1XES
- Management of Technology and Innovation moves to NYC: Cornell and Technion (the Georgia Tech of Israel) are building a $2 billion 2m square feet campus on Roosevelt Island, NYC. A temporary facility should be up-and-running this fall. NYC provides access to city-owned land and $100 million in funding http://econ.st/z59mmK
- Management of Technology and Innovation moves to NYC: Cornell and Technion (the Georgia Tech of Israel) are building a $2 billion 2m square feet campus on Roosevelt Island, NYC. A temporary facility should be up-and-running this fall. NYC provides access to city-owned land and $100 million in funding http://econ.st/z59mmK
- Revolutionizing textbooks: Since the iPod in 2001, Apple has redefined every market it has chosen to focus on. After music, mobile phone, tablet computers and apps, next in line: the truly interactive textbook! Look out for Apple’s announcement during an event held at NY’s Guggenheim Museumhttp://on.wsj.com/w2wObg The late Steve Jobs declared: textbooks should be “digital and interactive, tailored to each student and providing feedback in real time.”
- It is all about Strategy: Why Kodak is going under, and Fuji is thriving. Great insights in The Economist http://econ.st/y1pBwr
- I’m pleased to share with you that I was just appointed to serve on Organization Science’s Editorial Review Board http://bit.ly/wmirfX Thus, I currently serve (or have recently served) on the editorial boards of the Academy of Management Journal, Academy of Management Review, Organization Science, Strategic Management Journal, and Strategic Organization. Thank you for your vote of confidence—means a lot to me!
- Is Facebook ready for prime time? http://on.wsj.com/xWHDvc
- Overcoming the Innovator’s Dilemma – Apple and IBM vs. Kodak and HP. Insightful discussion on how to keep incumbent firms innovative in the WSJ http://on.wsj.com/yw5M01 For helpful concepts and frameworks, see Chp. 7 “Business Strategy: Innovation and Strategic Entrepreneurship” in my SM text http://ftrStrategy.com For a more academinc treatment see Hill & Rothaermel (2003, AMR); Rothaermel & Hill (2005, Org Science) and Rothaermel & Hess (2007, Org Science), downloadble at http://mgt.gatech.edu/rothaermel
- Friday the 13th – Awesome Day!!! My new Strategic Management textbook starts shipping today from Amazon. The Concepts & Cases version is at http://amzn.to/xzhqAK
- Friday the 13th – Awesome Day!!! My new Strategic Management textbook starts shipping today from Amazon. The Concepts version is at http://amzn.to/z6C5pV
- Classic Corporate Strategy Dilemma at Pepsi: How to restructure the corporate portfolio? By neglecting Cash Cows (sugary soda drinks, salty foods) and focusing on Question Marks (good for you products such as fruit juices, yoghurts, and humus), Pepsi has underperformed the more focused Coca-Cola company by a wide margin. Is it time to break up Pepsi? On how to conduct a strategic review of a firm’s corporate portfolio and apply the Boston Consulting Group Matrix, see Chp. 8 (pages 221-224) in my new strategy text http://ftrStrategy.com
- I’m currently reading Daniel Kahneman’s new book “Thinking, Fast and Slow”. Kahneman is a behavioral psychologist and winner of the 2002 Nobel Prize in economics. I’m quite intrigued learning about System 1 thinking (fast, intuitive, creative, but full of biases) and System 2 thinking (slow, deliberate, analytical, using significant amount of cognitive energy). One interesting hypothesis is that we don’t have conscious access to all our thinking that goes on in System 1 but react to cues in our environment. Excellent book, two thumbs up http://amzn.to/w15CSc
- Yahoo appoints new CEO—can he turn the company around? I doubt it. Yahoo is a textbook example of how to squander a first mover advantage in the internet economy where switching costs are extremely low (not to mention the blunder of not selling the company for $45bn to Microsoft in 2009) http://on.wsj.com/wnziGw
- Business Strategy: Integration strategy gone bad—Avon now “stuck in the middle”—adieu Andrea http://econ.st/wvnGPV
- Businessweek MBA Journal: Getting Settled – entry by GT MBA student, Matthew Borenstein http://buswk.co/zgYcCJ
- Paradigm shift in the strategic management process at U.S. military: Moving form top-down planning to planned emergence; insightful report in http://on.wsj.com/uR91pi and concepts discussion in Chp 2 “The Strategic Management Process” in http://ftrStrategy.com
- Great article on the “Father of Behavioral Econ/Marketing”, Ernest Dichter…making the leap from Freud to P&G http://econ.st/rxdsSI
- Does formal modeling in economics have the same predictive power as in physics, or is it more akin to post-hoc sense making? http://econ.st/suDbou
- Is the U.S. economy decoupling from the rest of the world? http://on.wsj.com/sLqx35
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Tweets
- Can/should the color red (or any color) be trademarked? http://t.co/hnfWMHf3Jan 25, 12 from web Reply, Retweet, Favorite
- Will Mr. Heins be able to turn #RIM around? http://t.co/vmmj5oDjJan 24, 12 from web Reply, Retweet, Favorite
- Mr. Heins will focus on strategy #execution, implying that RIM’s current strategy is a good one.Jan 24, 12 from web Reply, Retweet, Favorite
- #RIM appoints new CEO (Thorsten Heins) http://t.co/vmmj5oDjJan 24, 12 from web Reply, Retweet, Favorite
- Detailed discussion of Core Competence – Market Matrix in http://t.co/UXIhhAxSJan 21, 12 from web Reply, Retweet, Favorite
- To strategically guide such a diversification move, leverage the Core Competence – Market Matrix (Hamel & Prahalad, 1994)Jan 21, 12 from web Reply, Retweet, Favorite
- Today, #Fujifilm only makes 1% of its revenues from photographic film http://t.co/tp0YjGBjJan 21, 12 from web Reply, Retweet, Favorite
- #Fujifilm pursued related diversification by redeploying its core competence in chemicals to pharmaceuticals and LCD displays.Jan 21, 12 from web Reply, Retweet, Favorite
- #Fujifilm asked itself how it could leverage existing core competencies into new markets http://t.co/tp0YjGBjJan 21, 12 from web Reply, Retweet, Favorite
- How did Fujifilm thrive on technological change while (the innovator) Kodak went bust?Jan 21, 12 from web Reply, Retweet, Favorite
- #Disruption in textbook publishing industry—#Apple is turning the “razor and razor blade business model” upside down http://t.co/r0IMsMTcJan 20, 12 from web Reply, Retweet, Favorite
- Quality content will be (even more) King in #eTextbooks.Jan 20, 12 from web Reply, Retweet, Favorite
- While the vast majority of newspapers (including #NYT or #WashingtonPost) struggle to find a value-generating business model.Jan 20, 12 from web Reply, Retweet, Favorite
- Analogy: You can get “free news” but over 2 million subscribers pay for the #WSJ because it delivers superior content.Jan 20, 12 from web Reply, Retweet, Favorite
- I do believe, however, that the move to #eTextbooks is a great one and that quality of content will become more importantJan 20, 12 from web Reply, Retweet, Favorite
- I’m not so sure that the reversal of the business model that #Apple initiates will work (this time around).Jan 20, 12 from web Reply, Retweet, Favorite
- Will makers of #Android tablets and devices and others (e.g., #Amazon, #Google, #Microsoft, etc.) stand by idle?Jan 20, 12 from web Reply, Retweet, Favorite
- Will this happen? Will schools and universities want to rely on one monopoly supplier of (highly priced) tablets?Jan 20, 12 from web Reply, Retweet, Favorite
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Info
- Management Consulting | Greater Atlanta Area, US
