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jerryking : mature_industries   7

Not Business As Usual
August 11, 2004 | CHEMICAL WEEK | DAVID HUNTER.

Veteran consultant Peter Spit2‘s new book, The Chemical lndustry at the Mi||ennium­Maturìty, Restructuring, and Globalization, was published in December. Because Spitz and his five co-authors--all of whom have invested their careers inthe chemical industry--bring a long and deep perspective on the industry's journey in the last 20 years. The book provides a valuable narrative of chemical industry developments, a worthy companion to his earlier book Petrochemicals: Birth of an lndustry. But the volume also provides useful pointers on likely future developments. lts broad scope-ranging from specialties to globalization, from Wall Street to environmental concerns, from lT and ecommerce to the growing role of hydrocarbon-rich producing countries-tends to result in any prescriptions being general, but speciñc lessons can be drawn from a careful read.
chemicals  industries  books  mature_industries 
january 2013 by jerryking
Hey AT&T, Drop That Coconut
September 25, 2000 | WSJ | Andy Kessler.

CEO C. Michael Armstrong is about halfway through reinventing the company, and needs a high stock price as a strategic weapon to fill in the chess pieces he’s missing — optical pipes, cable assets and wireless licenses — to offer bundles of services. So with a dozen different rate plans to confuse consumer and the FCC, he’s using long distance to milk an estimated $8 billion in consumer cash flow this year. Big mistake. You don’t manage a tech business for cash flow — the banana. You want to be investing in innovation.
Andy_Kessler  AT&T  cash_flows  exploitation  FCC  innovation  mature_industries  reinvention  VoIP 
july 2012 by jerryking
Business: Mr Ellison helps himself;
Computing
Anonymous. The Economist. London: Apr 25, 2009. Vol. 391, Iss. 8628; pg.
65
The industry is, in other words, going back to its past, when it was
dominated by a few integrated companies that tried to do it all.

This is, in part, a consequence of the industry's maturity: to keep
growing, firms have to invade each other's markets. In addition,
customers increasingly prefer to buy integrated systems from one vendor,
rather than doing the plumbing themselves.
ProQuest  Oracle  mergers_&_acquisitions  M&A  consolidation  mature_industries 
march 2011 by jerryking
Strategies for the Chemical Industry: How to Create a World of Opportunities
March 01, 2006 | Chemical Equipment | Anonymous. Few would
deny that opportunities exist in chemicals, but prevailing wisdom
suggests that the chemical industry is a mature sector. Maturity,
though, lies in the eye of the beholder. Large parts of the sector are
solid, plodding even, but they produce decent returns and could produce
more. Exciting areas of research are opening up new products as well
as product application frontiers. The industry has weathered stock
market storms fairly successfully over the past 25 years and there is
little to suggest that it will not remain robust. That’s the view of
Florian Budde, Heiner Frankemolle and Utz-Hellmuth Felcht, editors of
the just updated book “Value Creation: Strategies for the Chemical
Industry.”
chemicals  howto  book_reviews  strategic_planning  opportunities  investments  value_creation  new_products  mature_industries 
december 2010 by jerryking
Building a Platform for Growth
5/22/2006 | HBS Working Knowledge | by Donald L. Laurie,
Yves L. Doz, and Claude P. Sheer.
Sometimes building growth in mature industries means more than simple
product extensions or acquisitions. The answer? Develop "growth
platforms" that extend your business into new domains. An excerpt from
Harvard Business Review.
HBR  business_development  core_businesses  embryonic  growth  platforms  start_ups  spinups  product_strategy  product_extensions  growth_platforms  new_businesses  mature_industries 
february 2010 by jerryking
The More, the Merrier, - Inc. Article
The More, the Merrier

An industry isn't mature--and you can't be secure--until a lot of other people are doing what you do.
By: Norm Brodsky

Published September 2005

The truth is, our biggest problem from the beginning had been a shortage of competition. I'd even gone so far as to help other people get started in the business, knowing that they might someday compete against us for new accounts. (See "A Few Good Competitors," August 2002.) Why did I want more competitors? Because they'd help us educate the market about the need for document-destruction services. In a young industry like ours, you have to spend an inordinate amount of time and money just explaining what you do and why prospective customers should pay you to do it. The more competitors you have, the easier that task becomes. As the industry matures, the market expands, and customers focus on the type of service they want rather than whether they need the service at all. And then you can spend more time explaining why they should buy your service rather than somebody else's. That's a lot less time-consuming--and leads to a lot more sales--than having to explain the whole concept.
Norm_Brodsky  industries  life_cycle  growth  product_category  new_categories  mature_industries 
may 2009 by jerryking
As Growth Slows, Ex-Allies Square Off in a Tech Turf War - WSJ.com
MARCH 16, 2009 | Wall Street Journal | by BEN WORTHEN and
JUSTIN SCHECK

Maturing tech industry is setting companies on a collision course, as
once-disparate technologies take on new capabilities in a "convergence"
of computers, software and networking. With the recession expected to
shrink sales across the industry, tech companies are turning on each
other in their search for growth.
Cisco  growth  competitive_landscape  HP  servers  Ben_Worthen  recessions  slow_growth  mature_industries 
march 2009 by jerryking

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