Editor’s note

Citation

(2010), "Editor’s note", Journal of Business Strategy, Vol. 31 No. 3. https://doi.org/10.1108/jbs.2010.28831caa.001

Editor’s note

Article Type: Editor’s note From: Journal of Business Strategy, Volume 31, Issue 3

Two of our papers in this issue concern the environmental responsibilities of companies. Preserving and improving the environment has now become basic good corporate citizenship, not an option or an afterthought for many leading companies. But while few organizations would argue the need for environmental protection, it has been less apparent that it is good business or other than a drain on profits. Nguyen and Slater, in their discussion of the “sustainability sweet spot,” reassure us that many “green” companies outperform their non-green competitors. Raghavan, writing on the new Indian awareness of product disposal, homes in on one facet of corporate social responsibility – what to do with all those products whose obsolescence almost accompanies their introduction to the market.

Herskovitz and Crystal have written a compelling paper about persona branding. When it works, it seems brilliant, but it can be risky. Nike and Tiger Woods were inseparable, but now they are very distant. Perhaps the authors will write another paper about how companies deal with thorny situations where a celebrity spokesperson falls from the pedestal. Does the brand fall also? When Tiger Woods crashed, the firms he represented as spokesman saw an unusual devaluation of their stock in the following months.

Wang and Kimble, in analyzing the rapid success of some Chinese carmakers while their western counterparts continue to struggle, maintain that low labor costs are not the secret. Their investigation reveals that innovative product architecture used by manufacturers allows highly efficient production strategies and cars that meet consumer needs.

Rob Docters and his colleagues share their insights on introductory pricing of new products and services, dispelling various myths about when to price low or when to discount. Pricing can make the difference between an enthusiastic launch and a bomb.

In a case study of New Look, a UK retailer, the authors delve inside the private equity firms that took the company private and kept it shored up as other stores succumbed to the recession. A unique management structure where stakeholders could make good decisions led to strong growth and robust profits.

We hope our readers enjoy this issue of JBS. Our next issue is a special one on “Creatively intelligent companies and leaders: arts-based learning in business.”