Page 220 - Accelerating out of the Great Recession

INDEX

Opportunistic mergers and acquisi- Pricing, strategic, 107–108
tions, 134–135 Prince, Chuck, 11
Opportunity, economic downturn as, Private-label products, 120–121
61, 90 of Seven-Eleven Japan, 120–121,
Organisation for Economic Co- 132
operation and Development of Uniqlo, 127–128, 147
(OECD), 15, 48, 70 Privatization, 37
O’Rourke, Kevin H., 5 Procter & Gamble (P&G), 118–119,
Outcomes, as focus of business model, 126, 135
141–142 Product development:
Outperformers, 172–173 accelerating, 115–118
Outsourcing: as competition, 132–134
in deconstruction approach, funding for, 169
142–143 by General Electric, 124
for flexible labor structure, 104 at IBM, 113–115
by Uniqlo, 147 Product offering, realignment of, 80
Profit cycle, 58–63
Packard, 84 and institutional investors, 59–62
Pascal, Blaise, xiii and stakeholders vs. shareholders,
Pascal’s wager, xiii 62–63
Perceived price, 107 Profit levels, xvi–xvii
Performance, company: Protectionism, 43–50
in downturns and recoveries, and global integration, 157
152–153 during Great Depression, 86
and incentive compensation plans, and the social contract, 161
163–164 Public debt, 24, 38–39
measurement of, 164
milestones and metrics for, 156, Quantitative easing, 4
164
in research methodology, 171–172 RadioShack, 94–95, 143
in slow economic growth periods, Raw materials, prices of, 69
xvii R&D (see Research and development)
P&G (see Procter & Gamble) Reagan, Ronald, 36
Pharmaceutical industry, 99–100 Recapitalization, 13, 19
Photonics, 42 Receivership, 13–14
Plastics, 97 Recognition:
Political instability, 57–58 of heroic failures, 169
Political skills, of managers, 160 of successes, 156, 169
Postal sector, 63 “Recovery” of stock market, 59
Prices: Regulatory increases, 50–52
cutting, 105–107 Reindustrialization, 40–43
perceived, 107 Reinhart, Carmen M., 29, 38

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