Changes in production, demand, supply, and trade patterns; the impact of green building and bioenergy on industry practices and policy infrastructure; and new economies with production advantages and large consumption bases all present challenges and opportunities in the forest sector. With contributions from leading experts in academia and professional organizations, The Global Forest Sector: Changes, Practices, and Prospects fills a gap in the literature that is preventing students, scholars, and policy makers from developing a timely, structured, big-picture view of forest sector business. In addition, the book reviews current thinking on a wide variety of business management issues in the forest sector. The book covers managing change in the global forest sector and the impact of globalization on forest users. It discusses markets and market forces, new products and product categories, and the influence of China and Russia. The book then examines the environmental paradigm, including environmental activism, sustainability, and the impact of green building and bioenergy. The book concludes with coverage of the role of information technology, corporate social responsibility, innovation, and next steps. Overall, this book helps readers both develop a bird’s eye view of the changes surrounding the forest sector as well as have a magnified view of numerous managerial issues associated with these changes. The content paints a picture of the current and changing forest sector including the state of forests, the nature of markets, the newly emerged patterns of stakeholder impact, and evolution of key business practices. It provides the foundation needed to develop the conservation-based economy required for future success in the global forest sector.

Fully updated and with new case studies throughout, this second edition reviews the way organizations use events to connect with their visitors. It covers the development of the experience economy, the steps from strategy to concept, event design and touchpoints. It also considers the areas of marketing within which experiences play a role, such as branding, relationship marketing and city marketing. Concluding with a chapter on effect measurement and evaluation, and including a wealth of internationally relevant examples, the book gives a thorough insight into the way events can help reach strategic marketing goals.

This book provides a global perspective on the various issues that the industry has to face as well as to provide some key global strategies that can help coping with those global challenges, such as collaboration, strategic value chain planning, and interdependency analyses. It presents literature reviews, strategic research orientations, assessment of some current key issues, and state-of-the-art methodologies.

You think you have a winning strategy. But do you? Executives are bombarded with bestselling ideas and best practices for achieving competitive advantage, but many of these ideas and practices contradict each other. Should you aim to be big or fast? Should you create a blue ocean, be adaptive, play to win—or forget about a sustainable competitive advantage altogether? In a business environment that is changing faster and becoming more uncertain and complex almost by the day, it’s never been more important—or more difficult—to choose the right approach to strategy. In this book, The Boston Consulting Group’s Martin Reeves, Knut Haanæs, and Janmejaya Sinha offer a proven method to determine the strategy approach that is best for your company. They start by helping you assess your business environment—how unpredictable it is, how much power you have to change it, and how harsh it is—a critical component of getting strategy right. They show how existing strategy approaches sort into five categories—Be Big, Be Fast, Be First, Be the Orchestrator, or simply Be Viable—depending on the extent of predictability, malleability, and harshness. In-depth explanations of each of these approaches will provide critical insight to help you match your approach to strategy to your environment, determine when and how to execute each one, and avoid a potentially fatal mismatch. Addressing your most pressing strategic challenges, you’ll be able to answer questions such as: • What replaces planning when the annual cycle is obsolete? • When can we—and when should we—shape the game to our advantage? • How do we simultaneously implement different strategic approaches for different business units? • How do we manage the inherent contradictions in formulating and executing different strategies across multiple businesses and geographies? Until now, no book brings it all together and offers a practical tool for understanding which strategic approach to apply. Get started today.

The ultimate resource for marketing professionals Today’s marketers are challenged to create vibrant, interactive communities of consumers who make products and brands a part of their daily lives in a dynamic world. Marketing, in its 9th Australian edition, continues to be the authoritative principles of marketing resource, delivering holistic, relevant, cutting edge content in new and exciting ways. Kotler delivers the theory that will form the cornerstone of your marketing studies, and shows you how to apply the concepts and practices of modern marketing science. Comprehensive and complete, written by industry-respected authors, this will serve as a perennial reference throughout your career.

REDD+ must be transformational. REDD+ requires broad institutional and governance reforms, such as tenure, decentralisation, and corruption control. These reforms will enable departures from business as usual, and involve communities and forest users in making and implementing policies that a ect them. Policies must go beyond forestry. REDD+ strategies must include policies outside the forestry sector narrowly de ned, such as agriculture and energy, and better coordinate across sectors to deal with non-forest drivers of deforestation and degradation. Performance-based payments are key, yet limited. Payments based on performance directly incentivise and compensate forest owners and users. But schemes such as payments for environmental services (PES) depend on conditions, such as secure tenure, solid carbon data and transparent governance, that are often lacking and take time to change. This constraint reinforces the need for broad institutional and policy reforms. We must learn from the past. Many approaches to REDD+ now being considered are similar to previous e orts to conserve and better manage forests, often with limited success. Taking on board lessons learned from past experience will improve the prospects of REDD+ e ectiveness. National circumstances and uncertainty must be factored in. Di erent country contexts will create a variety of REDD+ models with di erent institutional and policy mixes. Uncertainties about the shape of the future global REDD+ system, national readiness and political consensus require  exibility and a phased approach to REDD+ implementation.