Apple and Samsung are the leading global smartphone brands. They sell products that essentially do the same things. But ask just about any consumer and they’ll tell you that the companies are radically different. This post explores these two companies using an integrated capital model to explore how and why these differences exist. Continue reading “Samsung and Apple – Contrasting Value Creation Models”
As promised, here is a summary model of how Samsung creates value. It’s meant to be a companion piece to the post I wrote last week on Apple. Next week I’ll compare the two.
In follow up to my post on developing value creation models, I thought I would try to create some examples using familiar companies. This first example is for Apple. Continue reading “Apple’s Value Creation Model”
The phrase value creation gets thrown around a lot lately. At a fundamental level, the purpose of every company is to create sustainable value for shareholders and stakeholders.
Value creation is at the heart of the integrated reporting framework from the IIRC. And the latest intellectual capital model from WICI. These models and the dozens that have come before them are all helpful introductions to the concept of value creation.
The problem is that these models are all generic. They tell you that there are categories of capitals that every company has. It’s much more powerful to take the concept a step further and identify the actual capitals that a specific company has. Continue reading “How to Develop a Corporate Value Creation Model”
Our economies continue to change at an incredible rate. The industrial era is being pushed aside none too soon. Our societies and our planet cannot afford business models that maximize short-term profits at the expense of communities, the environment and even the long-term interest of the companies themselves. The good news is that information technology provides us the tools to re-make businesses to drive innovation and solve problems in new and more effective ways. Success today demands holistic management of tangible, natural and intangible digital and knowledge assets. Continue reading “Six Capitals – Or Is It Seven?”
