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Pro Logo - G. Mazzalovo - Bog - Palgrave Macmillan - Plusbog.dk

The United States, Norway and the Cold War, 1954–60 - Mats R Berdal - Bog - Palgrave Macmillan - Plusbog.dk

Conflict and Cooperation in Sino-British Business, 1860–1911 - E. Motono - Bog - Palgrave Macmillan - Plusbog.dk

The Making of New Labour’s European Policy - Russell Holden - Bog - Palgrave Macmillan - Plusbog.dk

The Pimping of Prostitution - Julie Bindel - Bog - Palgrave Macmillan - Plusbog.dk

African American Settlements in West Africa - A. Beyan - Bog - Palgrave Macmillan - Plusbog.dk

Communication and Peace - Cees J. Hamelink - Bog - Palgrave Macmillan - Plusbog.dk

Rebellious Conservatives - David R. Dietrich - Bog - Palgrave Macmillan - Plusbog.dk

India-Pakistan - A. Misra - Bog - Palgrave Macmillan - Plusbog.dk

Shell, Greenpeace and the Brent Spar - G. Jordan - Bog - Palgrave Macmillan - Plusbog.dk

Advertising, Literature and Print Culture in Ireland, 1891-1922 - C. Nally - Bog - Palgrave Macmillan - Plusbog.dk

Digital Stractics - Chris Outram - Bog - Palgrave Macmillan - Plusbog.dk

Digital Stractics - Chris Outram - Bog - Palgrave Macmillan - Plusbog.dk

In the world of digital business, the line between strategy and tactics is blurring. Traditionally large companies would adopt strategic frameworks which planned over three- to five-year timescales, while most digital start-ups had little interest in comprehensive and rigorous strategic processes and simply set themselves vision and worked out how to get there along the way. In today''s digital economy even large companies are finding that their planning horizons are being measured in months rather than years or quarters (if not yet in the weeks or even days of startups). On the other hand, investors are less swayed by the excitement of ''digital'' and expect harder and more rigorous medium term planning from start-ups.As a result, while the empirical process of learning by doing is becoming part of traditional companies'' strategy processes, digital pure plays are no longer just making it up as they go along, but actively learning and changing as they go along. In short: on the battlefield of online commerce, strategy blends with tactics. Indeed, the distinction between pure play and hybrid is increasingly redundant as more holistic business models begin to emerge. Digital Stractics captures the experience and insights of some 60 entrepreneurs, CEOs and chairmen of both pure plays and hybrids to formulate frameworks within which both pure plays and hybrids can shape their strategy and business models. As timescales between ''plan'' and ''do'' collapse strategy and tactics have to blend. The world of STRACTICS is upon us.

DKK 264.00
1

Capital Returns - - Bog - Palgrave Macmillan - Plusbog.dk

Capital Returns - - Bog - Palgrave Macmillan - Plusbog.dk

We live in an age of serial asset bubbles and spectacular busts. Economists, policymakers, central bankers and most people in the financial world have been blindsided by these busts, while investors have lost trillions. Economists argue that bubbles can only be spotted after they burst and that market moves are unpredictable. Yet Marathon Asset Management, a London-based investment firm managing over $50 billion of assets has developed a relatively simple method for identifying and potentially avoiding them: follow the money, or rather the trail of investment. Bubbles whether they affect a whole economy or merely a single industry, tend to attract a splurge of capital spending. Excessive investment drives down returns and leads inexorably to a bust. This was the case with both the technology bubble at the turn of the century and the US housing bubble which followed shortly after. More recently, vast sums have been invested in mining and energy. From an investor''s perspective, the trick is to avoid investing in sectors, or markets, where investment spending is unduly elevated and competition is fierce, and to put one''s money to work where capital expenditure is depressed, competitive conditions are more favourable and, as a result, prospective investment returns are higher. This capital cycle strategy encourages investors to eschew the simple ''growth'' and ''value'' dichotomy and identify firms that can deliver superior returns either because capital has been taken out of an industry, or because the business has strong barriers to entry (what Warren Buffett refers to as a ''moat''). Some of Marathon''s most successful investments have come from obscure, sometimes niche operations whose businesses are protected from the destructive forces of the capital cycle. Capital Returns is a comprehensive introduction to the theory and practical implementation of the capital cycle approach to investment. Edited and with an introduction by Edward Chancellor, the book brings together 60 of the most insightful reports written between 2002 and 2014 by Marathon portfolio managers. Capital Returns provides key insights into the capital cycle strategy, all supported with real life examples from global brewers to the semiconductor industry - showing how this approach can be usefully applied to different industry conditions and how, prior to 2008, it helped protect assets from financial catastrophe. This book will be a welcome reference for serious investors who looking to maximise portfolio returns over the long run.

DKK 509.00
1