“Bank runs”
, 96–97
timing
, 110
Bank salaries from loan activity and from trading
, 37
Banking
, (see also Casino banking), 28
crisis
, 129
liquidity
, 27
Bankruptcy
, 106
contagion
, 140
Bareen, Cooper, Schieffer theory (BCS theory)
, 45
Barings Bank
, (see also Commercial banks), 25–26
Baring’s Rogue trader
, 35–37
collapse of
, 28–33
strategic business model of banks
, 26–28
strategic model of merchant (commercial) bank
, 27
Barings Securities
, 29–31, 36
Bear Sterns collapses
, 126–131
Bear Sterns Hedge Funds
, 134
Berkshire Hathaway
, 83, 84–85
strategic business model
, 85–86
Bezos, Jeff (founder of Amazon)
, 13, 17, 19
“Brick and mortar” retailer
, 14
Business “downsizing”
, 116
Business environment(s)
, 9–11, 101
bank panics
, 120–121
economic theory
, 103–107
of Intel
, 54
societal models
, 109–116
US Great Depression
, 101–103, 107–109, 116–120
Business factor of sales for Amazon
, 21
Business model
, 3, 83
of futures trading in agriculture
, 32
Business organizations
, 1
Capital
, (see also Strategic capital), 1–2, 25, 40, 65, 123
in Amazon
, 6–7, 16–18
asset
, 105, 124, 134
in Barings Bank
, 27
ideas in concept of
, 40
in Intel
, 52
investment banking
, 123, 124
from source of savers
, 126
strategic bank-loan model
, 41
structures
, 91–93
in Wells Fargo
, 7–8
in Whole Foods
, 6–7
Cash
, (see also Credit)
market
, 31
purchase
, 34
Cash-purchases-of-the-asset-itself
, 31
Casino banking
, (see also Banking), 149
financial derivatives as
, 33–35
Central processing unit (CPU)
, 58
City of London Financial Center
, 153–154
Co-control production scheduling
, 81
Collateralized debt objects (CDOs)
, 127, 129, 131, 133, 135
Commercial banks
, 7, 8, 141
role
, 126
stability
, 126
Control
in organization
, 83
plane activities
, 80–81
Corporate-conglomerates
, 83
Creative destruction
, 56, 91–92
in global memory chip industries
, 93
in memory chip industry
, 53–56
Schumpeterian theory in industrial dynamics
, 56–57
Credit
credit-debt
, 105
freezing
, 140
Credit default swaps (CDS)
, 129, 131–132
Cultural interaction
, 111
Idealism of international capital flows
, 161
Illicit financial flows (IFFs)
, 162
“Imperfection” in derivatives market
, 134
Industrial dynamics
of new industries based on technological innovation
, 57
Schumpeterian theory of creative destruction in
, 56–57
of US automobile industry
, 70–71
US domestic sales of automobiles
, 71
Industrial life cycle
, 56, 70
Industrially-depressed state
, 119
Industry production in US
, 110
Information technology
, 50
Initial public offering (IPO)
, 16, 124
“Instability of credit”
, 120
Institutional change in Wall Street
, 148–150
Integrated circuit chip (IC chip)
, 43
invention
, 46–48
Intel
, 43
business environment
, 54
foundation
, 50–51
microprocessor business model
, 60–62
microprocessor chips and Moore’s law
, 62
microprocessor innovation
, 57–60
percentage production of memory vs. microprocessor chips
, 56
strategic business model
, 51–53, 61
International Financial Grid
, 148, 150–157
International Financial Networks
, 155
Internet
, 13
marketplace platform
, 18
retailer
, 18
Investment banking, traditional role of
, 123–126
Sales
, (see also Financial market(s); Strategic sales), 1–2, 13
in Amazon
, 6–7, 16–18
in Barings Bank
, 27
expanded business factor
, 21
in Intel
, 52
investment banking
, 123, 124
strategic factor of
, 20–22
in Wells Fargo
, 7–8
in Whole Foods
, 6–7
Savings and loan banks (S&L banks)
, 96–97
Scenario models into planning process
, 176–177
Scenario planning
, 175–176
Schumpeterian creative–destruction
, 91–93
Schumpeterian theory of creative destruction
, 56–57
Science
, 45
and technological interaction
, 111–112
Scientific technology
, 46
innovation process
, 46
Securitization
, 131, 134, 135, 148
Global Financial Crisis (2007–2008)
, 135–136
mortgage-asset securitization product analysis
, 131–135
scheme
, 132–133
securitized financial market collapse
, 132
“Securitized-mortgage products” collapse
, 127
Shadow banking sector impact
, 156
Shockley Semiconductor
, 46
Societal representational space
, 112
Speculative leverage
, 143
“Star” workstation
, 172, 173
Static random access memory chip (SRAM chip)
, 51–52
Strategic business environment
, (see Business environment(s))
Strategic business model(s)
, (see also Business model), 1, 77–81
Amazon
, 4–7
automobile production operations within
, 77
of banks
, 26–28
Berkshire Hathaway
, 85–86
business environments
, 9–11
commercial bank of Wells Fargo (2016)
, 7–9
comparison for bank’s loans or trades
, 41
as eBook publisher/retailer
, 20
enterprises systems
, 9–11
four-factor strategic model
, 1
of Hyundai Group
, 68–69
Intel
, 51–53
of investment banks
, 123–124
of Japanese Zaibatsu/Keiretsu
, 90
into planning process
, 176–177
for three book businesses of Amazon
, 21
two inputs and two outputs
, 2
types
, 3
Whole Foods
, 4–7, 8
Strategic capital
Bank Salaries from Loan Activity and from Trading
, 37
Baring’s Rogue Trader
, 35–37
Barings bank
, 25–33
financial derivatives as casino banking
, 33–35
Rogue Trader’s Secret Account
, 37–40
Strategic control
, 83–84, 100
Berkshire Hathaway
, 84–86
IC chip industry
, 91–93
Korean CHAEBOLS
, 90–91
US conglomerates
, 93–94
Wall Street junk bonds
, 94–99
Zaibatsu/Keiretsu in Japan
, 87–90
Strategic environment scenario
, 181
Strategic factors
, 13, 83
of sales
, 20–22
Strategic financial markets
, (see Financial markets)
Strategic investment vehicles (SIV)
, 133
Strategic model of merchant (commercial) bank
, 27
Strategic planning for enterprise
, 10
Strategic profit
Hyundai Motor
, 65–68, 71–77
industrial dynamics of US automobile industry
, 70–71
operations models
, 77–81
strategic business models
, 68–69, 77–81
Strategic resources
, 43
creative destruction in memory chip industry
, 53–56
Intel’s foundation
, 50–51
Intel’s microprocessor business model
, 60–62
Intel’s microprocessor innovation
, 57–60
Intel’s strategic business model
, 51–53
Moore’s law as technology roadmap
, 48–50
Schumpeterian theory of creative destruction
, 56–57
scientific technology innovation process
, 46
technological innovation as
, 45–46
Strategic sales
first strategic business model of Amazon
, 16–17
first strategic model of Amazon
, 13–16
second strategic business model of Amazon
, 17–19
third strategic business model of Amazon
, 19–20
Strategy
case of Xerox
, 166–169, 177–179
fitting scenario models and strategic business models into planning process
, 176–177
forecasting
, 174–175
perspectives on strategic logic
, 166
process
, 169–171
research laboratories as bottom-up strategic resource
, 179–181
scenario planning
, 175–176
theory of
, 165
Structural functionalism
, 112
Structural unemployment
, 117
Supply–demand disequilibrium pricing
, 118
Support plane activities
, 80