issue 1 - Roland Berger
issue 1 - Roland Berger
issue 1 - Roland Berger
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contents f<br />
food for thought<br />
dossier<br />
business culture<br />
6<br />
8<br />
12<br />
14<br />
16<br />
High tech and electric lights<br />
Is China on its way to becoming<br />
a key center for research?<br />
China goes Europe<br />
How the Middle Kingdom is<br />
moving into Western markets.<br />
Technology, talent and tolerance<br />
Political scientist Richard Florida<br />
explains cities’ keys to success.<br />
Generating profit ethically<br />
Transparency and fairness pay<br />
off for companies.<br />
<strong>Roland</strong> <strong>Berger</strong> Interview<br />
Trustworthy behavior opens new<br />
opportunities for growth.<br />
18<br />
24<br />
30<br />
33<br />
34<br />
Head of the class<br />
Six companies that show above<br />
average growth.<br />
Farewell to the “V-curve”<br />
Only a two-track strategy—<br />
increasing revenue and cutting<br />
costs—can ensure growth.<br />
How trust drives growth<br />
Companies that manage to build<br />
a corporate culture of trust will<br />
have an easier time entering<br />
new markets.<br />
Commentary: Seven surefire ways<br />
to run your company into the<br />
ground.<br />
“The time for indulgence is over“<br />
EU Commissioner Joaquín<br />
Almunia calls for more budget<br />
discipline in certain member<br />
states.<br />
50<br />
54<br />
56<br />
regulars<br />
3<br />
58<br />
Why Professor Porter is wrong<br />
Dealing with revolutionary<br />
innovations means conflict, but<br />
they can still be combined with<br />
established businesses.<br />
Good nose for business<br />
How celebrities are earning<br />
millions, well away from stage<br />
and screen.<br />
Completely underestimated<br />
Ten years after it was first<br />
unveiled, Short Message Service<br />
has developed into a multi-billion<br />
business.<br />
First views<br />
Service | Credits<br />
industry report<br />
Dossier<br />
The formula for growth<br />
How companies can overcome<br />
the limits to growth<br />
Beginning on p. 17<br />
38<br />
40<br />
44<br />
47<br />
48<br />
The shape of things to come<br />
Together in the fast lane<br />
Suppliers are taking over<br />
development tasks.<br />
El Dorado in Central Europe<br />
An increasing number of companies<br />
are outsourcing entire business<br />
processes to the new EU member<br />
states.<br />
“Competencies count”<br />
Wolfram Fischer of Hewlett-<br />
Packard recommends concentrating<br />
on a firm’s unique attributes.<br />
The shape of things to come<br />
think: act 5