Check Out The Best Way to Rob a Bank Is to Own One: How Corporate Executives and Politicians Looted the S&L Industry.(Book review): An article from: Journal of Economic Issues for $9.95

The Best Way to Rob a Bank Is to Own One: How Corporate Executives and Politicians Looted the S&L Industry.(Book review): An article from: Journal of Economic Issues Review

The Best Way to Rob a Bank Is to Own One: How Corporate Executives and Politicians Looted the S&L Industry.(Book review): An article from: Journal of Economic Issues Overview

This digital document is an article from Journal of Economic Issues, published by Thomson Gale on September 1, 2006. The length of the article is 967 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.

Citation Details
Title: The Best Way to Rob a Bank Is to Own One: How Corporate Executives and Politicians Looted the S&L Industry.(Book review)
Author: Robert E. Prasch
Publication:Journal of Economic Issues (Magazine/Journal)
Date: September 1, 2006
Publisher: Thomson Gale
Volume: 40 Issue: 3 Page: 832(3)

Article Type: Book review

Distributed by Thomson Gale

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As they search for growth, multinational corporations will have no choice but to compete in the big emerging markets of China, India, Indonesia, and Brazil. Although it is still common to question how such corporations will change life in those markets, Western executives would be smart to turn the question around and ask how multinationals themselves will be transformed by these markets. To be successful, MNCs will have to rethink every element of their business models, the authors assert in this seminal HBR article from 1998. During the first wave of market entry in the 1980s, multinationals operated with what might be termed an imperialist mind-set, assuming that the emerging markets would merely be new markets for their old products. But this mind-set limited their success: What is truly big and emerging in countries like China and India is a new consumer base comprising hundreds of millions of people. To tap into this huge opportunity, MNCs need to ask themselves five basic questions: Who is in the emerging middle class in these countries? How do the distribution networks operate? What mix of local and global leadership do you need to foster business opportunities? Should you adopt a consistent strategy for all of your business units within one country? Should you take on local partners? The transformation that multinational corporations must undergo is not cosmetic--simply developing greater sensitivity to local cultures will not do the trick, the authors say. To compete in the big emerging markets, multinationals must reconfigure their resources, rethink their cost structures, redesign their product development processes, and challenge their assumptions about who their top-level managers should be.

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Many CSR (corporate social responsibility) efforts are little more than PR campaigns designed to promote corporate brands--by creating the appearance of being "good corporate citizens." Result? CSR investments that deepen public cynicism and fail to generate real social change. Equally important, they're not enabling companies to profit from their good works. CSR can solve social ills and give your company a competitive edge--if you approach it strategically. This Harvard Business Review Article Collection shows how. The key? Tackle social issues that you're best equipped to resolve and that, if eradicated, would give you the greatest competitive advantage. Take Toyota. To address public concern about auto emissions, the company used its technical prowess to develop the hybrid Prius. The car significantly reduces pollutants and has given Toyota an enviable lead over rivals in hybrid technology. The three Harvard Business Review articles in this collection are: "Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility" by Michael E. Porter and Mark R. Kramer, "The Competitive Advantage of Corporate Philanthropy" by Michael E. Porter and Mark R. Kramer, and "The Path to Corporate Responsibility" by Simon Zadek.

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