Reinventing Your Business Model by Mark W. Johnson‚ Clayton M. Christensen‚ and Henning Kagermann In 2003‚ Apple introduced the iPod with the iTunes store‚ revolutionizing portable entertainment‚ creating a new market‚ and transforming the company. In just three years‚ the iPod/iTunes combination became a nearly $10 billion product‚ accounting for almost 50% of Apple’s revenue. Apple’s market capitalization catapulted from around $1 billion in early 2003 to over $150 billion by late 2007. This
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speculation. Government reinvention is something that I have been a part of while I was deployed for a year in Iraq during the invasion 2003. Reinventing/changing the concepts of the governments is not an easy task‚ the cultures are the main part of countries and it cannot be overlooked when trying to change the mindset of governmental organizations. The concept of reinventing government however has been in practice in the private sector since the mid 1980 ’s where it is more commonly referred to as business
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Reinventing Government (New Public Management) To know the real meaning of “reinventing government‚” let us take a look first on the definition of reinventing or reinvent. Merriam Dictionary defines reinvent as “to remake or redo completely‚” meaning to change‚ transform or amend; hence‚ reinventing government means transforming the government into a new face. It is believed that for a government to be effective and efficient‚ it needs strategic government reforms. According to Osborne (2007)‚ in
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REINVENTING YOU BUSINESS MODEL Part A. Basic Concepts and Ideas 1. Article covers the idea about reinventing the business model. Great business models can reshape industries and drive spectacular growth. Yet many companies find business-model innovation difficult. Managers don’t understand their existing model well enough to know when it needs changing or how to change. Article also covers the idea about building sustaining and successful company. 2. Business Model
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BP By: Anna DeHart About BP “BP is one of the worlds leading international oil and gas companies‚ providing its customers with fuel for transportation ‚ energy for heat and light‚ retail services and petrochemical products for everyday items” In 1908 oil was found in a rugged part of Persia after a long search. Things we do are: • Find oil and natural gas • Extract it from hard to reach places • Move it to sea or land • Make what is needed from it • Generate low carbon power • Build construction
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REINVENTING GOVERNMENT: THE IMPERATIVES OF INNOVATION AND QUALITY by Dennis A. Rondinelli Innovation and quality are concepts not frequently associated in people’s minds with government. Too often‚ government is seen by citizens‚ the media‚ and sometimes by public servants and political leaders themselves‚ as plodding‚ inefficient‚ bureaucratic‚ change-resistant‚ incompetent‚ unresponsive‚ or corrupt. Citizens often complain that governments provide services that are inadequate‚ inappropriate‚ inferior
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CASE STUDY#1 REINVENTING ERICSSON I. Background Ericsson a Swedish telecommunication company told us on how the it’s survived in order to maintain sustainability the company to compete with other companies and also how to develop the technology to support company growing up. Company still saw telecommunications as a long-term market business with reason most of the people around the world think that communications is not just important but a necessity. As a long-term business Ericsson
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Acar Niar April 15‚ 2000 Business Case: Nissan Reinventing Nissan 1) What benefits will Nissan gain if its procurement of parts is combined with Renault’s parts procurement on a global basis? Are there any costs to this change? What problems does Nissan create if it abandons the keiretsu system for purchasing parts? In what ways might the Internet facilitate this change? Ghosn’s plan to combine‚ centralize‚ and globalize Nissan and Renault’s parts procurement would cut
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Reinventing Ericsson Ericsson had almost gone bankrupt when the dot-com bubble burst and the telecom market collapsed in late 2000. When Svanberg (first externally recruited CEO in 60 years) took over in April 2003‚ he launched yet another cost cutting package (after CEO Kurt Hellström in early 2003)‚ the fourth in two years. Svanberg wanted to do more than just restore the company to break-even‚ he wanted the latest round of cuts (coupled with revenue increases) to return Ericsson to profit. Svanberg
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strategy‚ have led BP to develop a negative reputation amongst consumers and government officials. The company needs to develop a way to get consumers to put the past behavior of BP behind them and to make consumers believe that the new core values BP has‚ along with its efforts towards rectifying the situation‚ are truthful and valuable. Situational Analysis Internal Environment: Marketing Objectives‚ Strategy‚ and Performance Without actually defining a mission statement‚ BP has published a
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