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""Coming out of the current COVID crisis, many expect further industry consolidation across sectors. The Global Rule of Three lifts the curtain on what this future could look like. The book is packed with great insights into the dynamic forces shaping most industries: above all, that those who know how to truly serve will be the long term winners." -Paul Polman, Co-Founder & Chair, IMAGINE and former CEO, Unilever "Congratulations for writing a seminal book on how industries evolve, grow, plateau and revitalize over time! Simultaneous coexistence of both the volume driven full line competitors (oligopoly) and the margin driven niche players (monopolistic competitors) is unique to competitive positioning Globally." - Philip Kotler, S.C. Johnson & Son Distinguished Professor of International Marketing (emeritus), Kellogg School of Management, Northwestern University, USA "The Global Rule of Three is an eye opener! It provides a blue print on how to compete globally especially against growing competition from Multinationals from the Emerging Markets such as China and India. Buy it, you will like it!" -Ram Charan, Best Selling Author and Advisor to Global Enterprises "The Global Rule of Three offers a plethora of historical as well as contemporary examples to chronicle the evolution of hypercompetition leading up to the current pan-industrial revolution. A must read for every manager interested in the spiraling competition from multinationals of emerging markets such as China and India." -Richard D'Aveni, Bakala Professor of Strategy, Tuck School of Business, Dartmouth College, USAIn our increasingly digital, mobile, and global world, the existing theories of business and economics have lost much of their appeal with the phenomenal rise of Chindia, the reality of Brexit, the turmoil caused by the Covid-19 pandemic, and the seismic shifting of the global center of gravity from west to east. In the area of innovation, the traditional thinking that a developed country, often the US, will come up with the next major innovation, launch at home first, and then take it to other markets does not ring true anymore. Similarly, the world where conglomerates go bargain-hunting for acquisitions in emerging markets has been turned upside-down. This book reveals and illustrates the Global Rule of Three phenomenon, which stipulates that in competitive markets only three companies (which the authors call "generalists") can dominate the market. All other players in the market are specialists. Further, whereas the financial performance of generalists improves as market share increases, specialist companies see a decrease in financial performance as their market share increases, as the latter are margin-driven companies. This theory powerfully captures the evolution of global markets and what executives must do to succeed. It is based on empirical analyses of hundreds of markets and industries in the US and globally. Competitive markets evolve in a predictable fashion across industries and geographies, where every industry goes through a similar lifecycle from beginning to end (or revitalization). From local to regional to national markets, the last stop in the evolution of markets is going global. The pattern is so consistent that it represents a distinct and natural market structure at every level. The authors offer strategies that generalists and specialist should follow to stay competitive as well as twelve expansion strategies for global companies from emerging markets. This book chronicles this global evolution and provides impactful managerial implications for executives and students of marketing and corporate strategy alike."--Page 4 of cover

Purpose
This study aims to develop an empathetic and user-centric customer support service design model. Though service design has been a critical research focus for several decades, few studies focus on customer support services. As customer support gains importance as a source of competitive advantage in the present era, this paper aims to contribute to industry and academia by exploring the service design model.

Design/methodology/approach
The study adopted a theories-in-use approach to elucidate mental models based on the industry's best practices. In-depth interviews with 62 professionals led to critical insights into customer service design development, supported by service-dominant logic and theory of mind principles.

Findings
The ensuing insights led to a model that connects the antecedents and outcomes of empathetic and user-centric customer service design. The precursors include people, processes and technology, while the results are user experience, service trust and service advocacy. The model also emphasises the significance of the user's journey and the user service review in the overall service design.

Research limitations/implications
The model developed through this study addresses the critical gap concerning the lack of service design research in customer support services. The key insights from this study contribute to the ongoing research endeavours towards transitioning customer support services from an operational unit to a strategic value-creating function. Future scholars may investigate the applicability of the empathetic user service design across cultures and industries. The new model must be customised using real-time data and analytics across user journey stages.

Practical implications
The empathetic and user-centric design can elevate the customer service function as a significant contributor to the overall customer experience, loyalty and positive word of mouth. Practitioners can adopt the new model to provide superior customer service experiences. This original research was developed through crucial insights from interviews with senior industry professionals.

Originality/value
This research is the original work developed through the key insights from the interview with senior industry professionals.

PurposeBusiness‐to‐business marketing has come of age in the last three decades and research in this area has been extensive and impressive. This paper examines the extant body of business‐to‐business marketing research and identifies surpluses and shortages with the goal of stimulating future research.Design/methodology/approachThis paper focuses on two questions regarding future business‐to business marketing. First, what has been the focus of understanding in business‐to‐business marketing theory and what should be its future focus? Second, what has been the purpose or objective to study business‐to‐business marketing and what should be the future objective for research?FindingsIt is found that research in business‐to‐business marketing is fundamentally changing and will continue to change. The paper identifies areas of business‐to‐business marketing research that have received surplus attention and areas that require additional attention.Practical implicationsThe paper provides guidelines for future exploration of the business‐to‐business research domain.Originality/valueThe paper is analogous to the widely cited paper by Sheth (1979) that reviewed the state of consumer behavior research and identified areas that had been unexplored or under‐explored, and in the process provided an impetus for new research in consumer behavor.

"This handbook maps and analyses cross-sector (public-corporate-social-community-faith) governance theories, models and practices as they are evolving in a digital world. It studies human, cultural, societal, institutional interactions, and challenges in a digitally enabled world, especially in the context of post-Crisis resilience and agility. Every global crisis forces societies and nations to realign, while addressing deeper structural and cultural issues in governance. The Covid-19 pandemic has necessitated swift local to global governance responses for timely digital innovations for health crisis interventions, economic recovery, and societal equity. While every nation-state is developing global pandemic responses in a digitally enabled world, the deeper crisis of human, institutional, and societal governance deficit is also evident. This handbook documents digital governance innovations that enhance stakeholder engagement and inclusion for resilient, accountable and effective governance across sectors. The volume reflects on a range of theoretical frameworks adapted for understanding global and digital governance. It looks at International Governance Collaborations, Corporate Governance Reform, Education Governance Innovations, Public Sector and Urban Governance, Health System Governance, Sustainability and Environmental Governance, Community and Faith-Based Governance, Digital, Cultural and Creativity Governance. This book is unique as it presents important work on post-covid digital and democratic governance, and brings together holistic - interdisciplinary and inter-sectoral perspectives from the global north and south - engaging the leading scholars, practitioners, businesses, and civil society. It will be of interest to multi-sector institutions and global audiences: governments, corporates, social sector institutions, digital entrepreneurs, students and researchers, academic professionals, policymakers, public and private sector institutional leaders, organisational and entrepreneurial innovators interested in the field of Governance"--

Based on a seminar held at the University of Illinois at Urbana-Champaign Oct. 31-Nov. 3, 1978, and sponsored by the Executive Development Center of the College of Commerce and Business Administration of the University of Illinois. ; Includes bibliographical references. ; Emerging importance of export marketing for U.S. products / Jagdish N. Sheth -- Export for the small company / George Holz -- World trade in perspective / Lawrence A. Walker -- Export promotion in the Federal Republic of Germany / Jens Luebbert -- The role of governments in promoting exports / Lawrence A. Walker and Hanns-Martin Schoenfeld -- Exporting German coffee to traditionally tea-drinking Japanese / Hans Gunther Meissner -- European export strategies of leading Danish companies / Flemming Hansen -- Dersan A.S. Istanbul / Robert Schild and Ernest Kulhavy -- Exporting switches and sockets to the Middle East and Africa / Stanley R. Hill -- Export promotion for concrete formwork by an Austrian producer / Alfred Schweiger and Gunther Schweiger -- How to succeed in export marketing / Jagdish N. Sheth and Hanns-Martin Schoenfeld. ; Mode of access: Internet.