Value-based Business Strategy

This paper offers an exact definition of the value created by firms together with their suppliers and buyers. The "added value" of a firm is similarly defined, and shown under certain conditions to impose an upper bound on how much value the firm can capture. The key to a firm's achieving a positive added value is the existence of asymmetries between the firm and other firms. The paper identifies four routes ("value-based" strategies) that lead to the creation of such asymmetries. Our analysis reveals the equal importance of a firm's supplier and buyer relations. Cooperative game theory provides the underpinnings of the analysis.     

Value in business markets: What do we know? Where are we going?

This article presents a review of the existing literature on value in business markets, from the perspective of both business marketing and purchasing and supply management, in three steps. First, some of the early research strands on value are examined including value analysis and engineering, the augmented product concept, consumer values, and economic value of customers. Then this seminal research and more recent research are categorized according to two distinct levels of analysis: the value of goods and services versus the value of buyer-supplier relationships, and different understandings of the role of business marketing and purchasing and supply are discussed. Lastly, a number of future research avenues, which can be organized around the value of products/relationships on the one hand and value analysis/creation/delivery on the other, are considered.     

Fungibility and the impact of development assistance: Evidence from Vietnam's health sector

The apparent fungibility of aid is a challenge to the evaluation of donor-funded development projects, requiring a comparison of the observed outcomes with the outcomes that would have occurred if the project had not gone ahead. Where projects are targeted on specific geographic areas, counterfactual outcomes in each can differ from observed outcomes because the amount of government spending (gross of aid) differs, the productivity of government spending differs, or both. This paper estimates the benefits of two concurrent World Bank health projects in Vietnam targeted on specific provinces. Estimates are derived from a model linking outcomes (under-five mortality) to government spending before and after the project and in project and nonproject provinces, and are presented for different assumptions regarding fungibility of funds (zero and full fungibility) and the impacts of the project on the productivity of government spending (the project modifies productivity in both sectors equally and in neither sector). The estimated mortality reductions are highly insensitive to the assumed degree of fungibility, but highly sensitive to the assumed productivity effects (the estimates range from 1 to 25%). The wide range reflects the uncertainty due to the lack of a genuine control group of provinces.     

Constructing a legitimate history: crisis,legitimacy, and the atlantic schools of Business Conferences

The Atlantic Schools of Business (ASB) conference is one of the longest running academic business conferences in Canada. It continued without the structure of an organizing committee for 34 years. In its 35^th year, however, a formal structure was adopted. The adoption of formal structure provides an opportunity to look critically at the change process from various perspectives. This paper takes three interrelated approaches: reviews of archival material to provide context; surveys of ASB membership to ascertain individual perceptions of the organization's purpose; and interviews with key individuals involved in the change process to examine the decision to formalize. Our analysis shows that perceived organizational crisis and a search for enhanced legitimacy can precipitate isomorphism and exclude alternative avenues for change. Copyright © 2008 ASAC. Published by John Wiley & Sons, Ltd.     

Rationality and intertemporal choice

The alleged problems associated with self-control, hyperbolic discounting and other examples of seemingly irrational intertemporal choice are examined in the context of an evolution-based neurobiological model that emphasizes the role of the biological evolution of big brains and language and the cultural evolution of institutions. There is no utility function in the brain; it has no central-planner, in fact, the brain is a self-organized complex system, a decentralized spontaneous order. This spontaneous order is coordinated, much like an economy, by a distributed network that maintains and makes available the discounted net value of various options to decentralized and specialized areas in the brain when making decisions. Further, that decision making is embodied and embedded in the decision making environment. For humans, an important part of that environment is the social environment consisting of institutions and other components of culture. It was, in part, the evolution of this environment that made long-range planning possible. Additionally, it is very often the lack of embedded experience with the environment that leads to what seems to be irrational intertemporal choices. In fact, under close examination the evidence for consistent irrational intertemporal choice is weak.     

Insurance on the Internet

ABSTRACT: The Internet is obviously a force that is here to stay. Every segment of the economy is experiencing dramatic change and is having to respond to shifts in the value chain, enhanced consumer power, and altered competitive cycles. Although the insurance industry has characteristics that should put it at the forefront of Internet adoption, certain cultural and technological factors could continue to limit penetration in the near term.
Four strategic business models emerging from the competitive field are: marketplace/exchange, work-site marketing, transaction processor, and eyeball attractor. This article identifies the factors for success within each model, then provides a competitor analysis to grade insurance e-commerce organizations on various competencies from Web site functionality to insurance capabilities.     

Real Options Analysis: Where Are the Emperor's Clothes?

Once a topic of interest only to finance specialists, real options analysis now receives active, mainstream attention in business schools and industry. This article provides practitioners with a critical review of five well-established real options approaches that are extensively documented in the academic and professional literature. These approaches include the "classic approach" and "revised classic approach" (as proposed by Martha Amram and Nalin Kulatilaka), the "subjective approach" (as proposed by Tim Luehrman), the "MAD Approach" (as proposed by Tom Copeland and Vladimir Antikarov), and the "integrated approach" (as proposed by James Smith and Robert Nau). The article discusses the assumptions, mechanics, and potential range of applications of each approach, along with the results when applied to a simple case involving development of a natural gas field.
While the approaches share a focus on investment flexibility and shareholder value, they rely on fundamentally different assumptions, use significantly different techniques, and can produce dramatically different results. Consequently, a great deal of thought must go into selecting and applying them in practice. The revised classic approach appears to be best suited to cases dominated either by "market" risk or "private" risk alone, and where approximate results are acceptable and resources are limited. The integrated approach is best suited to cases with a mix of market and technological risks, and where accuracy and a management roadmap are critical.