Multibranded Platform Development: A Corporate Strategy with Multimanagerial Challenges

Product platforms have become a principal fundament and a prerequisite for profitable product development in almost every industry today. Since platforms have a desirable potential to reduce development and production costs, there is an extensive bulk of knowledge describing underlying platform principles and challenges. But the vast majority of the identified challenges are based on single firms and brand contexts, which imply that previous findings might not be applicable when platform development involves several brands, here called multibranded platforms. In the present article it is therefore suggested that there is lack of knowledge describing managerial challenges of multibranded platform development. To be able to capture such a strategy that holds certain complexity and unknown dimension, an explorative and longitudinal field study is supposed to achieve the finest insights into a yet incompletely documented phenomenon. Because of the field‐study approach, findings from the study are theoretically validated in relation to existing knowledge from other contributions. To start developing a multibranded product platform development framework, the present study identifies three distinctively different strategic forces that must be handled in such multibranded platform development: (1) the creation of a common architecture; (2) accomplishing product differentiation within an expanded and multibranded product scope; and (3) corporate responsibility in the transition from single‐branded to multibranded platform development. Three dimensions of managerial challenges are identified. The first is technology management challenges, which deal with commonalization in terms of the development of common multibranded architectures. The major challenge to achieve architectural commonalization is that no individuals from any brand have the proper multibranded architectural knowledge. Instead, multibranded architectures must evolve from the beginning and be founded on a new and expanded brand scope. Architectural commonalization also includes elements of unlearning since previous experiences have little relevance. The second challenge is brand management challenges and deals with brand differentiation in terms of portfolio management. Differentiation is an effect of increased diversification that particularly challenges brands of opposite generic competitive strategies. The third challenge dimension is called corporate management challenges and deals with the combination of the two others. From a corporate management perspective, it seems important to provide new organizational structures that support and combine interests of technology and brand management. Finally, multibranded platform development is a corporate strategy that affects business units and functional units thoroughly.     

THE MEASUREMENT OF EMPLOYMENT STATUS IN SOUTH AFRICA USING COHORT ANALYSIS, 1994‐20041

We analyse trends in employment, unemployment and labour force participation by simple graphical techniques, using all the October Household Surveys and the September Labour Force Surveys. We show that African male employment in 1995 seems high, when compared to all the other surveys. Furthermore much of the increase in African female labour force participation is concentrated in the period 1998 to 2000, which suggests that measurement and sampling changes may be partially responsible for the trend. We track cohorts of individuals over the eleven years for which we have data. We show that young people are leaving school earlier, while being better educated than their elders. They are not, however, being absorbed into employment at a faster rate. This has led to a spike in youth unemployment.     

Institutional investors and stock returns volatility: Empirical evidence from a natural experiment

In this paper, we provide empirical evidence on the impact of institutional investors on stock market returns dynamics. The Polish pension system reform in 1999 and the associated increase in institutional ownership due to the investment activities of pension funds are used as a unique institutional characteristic. Performing a Markov-switching-GARCH analysis we find empirical evidence that the increase of institutional ownership has temporarily changed the volatility structure of aggregate stock returns. The results are interpretable in favor of a stabilizing effect on index stock returns induced by institutional investors.     

„Implicit Diagnostics“ — Die Fenster zum Unbewussten öffnen

Zwischen dem, was Konsumenten sagen und dem, wie sie sich verhalten, besteht h?ufig eine gro?e Diskrepanz. Verantwortlich sind unbewusste Prozesse, die mit Standardmethoden der Marktforschung nur schwer messbar sind. Nach den Erkenntnissen der Neuropsychologie ist es aber gerade die implizite Ebene, auf der Marketingma?nahmen ihre Wirkung entfalten. Das Methodenrepertoire muss daher um Verfahren erg?nzt werden, die geeignet sind, implizite Wirkungen beim Verbraucher zu messen und zu quantifizieren. Grundlagen und Anwendungspotenzial innovativer Ans?tze.     

Intellectual property rights: An international economics perspective

This paper considers the enforcement of intellectual property rights in an international setting. I consider some of the traditional problems associated with protection of such rights in a closed economy and discuss complications added by an international dimension. Globally-optimal and nationally-optimal policies are compared. A simple model of policy choices is derived and optimal tax/subsidy and rights enforcement policies demonstrated. The paper concludes with a brief discussion of the current U.S. approach of discriminatory treatment on the basis of the national origin of an infringing product and argues that it is inferior to subsidies for providing incentives for R&D and to tariffs for shifting profits to U.S. firms.I am grateful to Marius Schwartz for helpful comments on earlier drafts of this paper. Any remaining errors are, of course, my own.