- Opinion & Analysis
- Read Time: 12 min
An executive’s “financial signature” is the key to how he or she evaluates risk and reward to build company value.
The benefits of knowledge management are often accepted as a given, but its role in producing specific desired outcomes is not well known. Recent research employs survey-based and qualitative analysis to determine the effectiveness of various knowledge management methods in driving and supporting new product development.
There is a consensus among futurists that business is the only institution capable of providing effective global stewardship. As a result, a good deal of attention is being paid to mapping the future performance of businesses and the economies in which they operate.
The very factors that make partnerships with customers or suppliers beneficial can leave those relationships vulnerable to deterioration.
With increased competition and globally maturing markets, relationship marketing has emerged as the new mantra. Although companies are successfully using customer satisfaction to create closer and more profitable relationships with customers, the myopic pursuit of such relationships often backfires. Consider a U.S.-
Many companies adopt industry best practices to stay competitive. But high-performing companies do more: They also embrace unique “signature processes” that reflect their values.
Companies that continue to take a tactical, short-term approach to communicating with key constituencies will find it increasingly difficult to compete. Developing an integrated, strategic approach to communications will be critical to success.
Unlike static demographic and psychographic techniques, identity marketing taps into the multilayered and fluid nature of who customers are and who they want to be.
Spreading foreign operations and outsourcing relationships over a broad, well-balanced mix of regions and countries reduces risk and increases potential reward.
Successful outsourcing of back-office business functions requires knowing not only your company’s needs but also the 12 core capabilities that are key criteria for screening suppliers.
Smartly placed, legitimizing constraints actually enable innovation by focusing it and giving it traction in the competition for corporate attention and resources.
Many deals will fail to generate real value for shareholders of the acquiring company, and a good number will ultimately become wealth-destroying propositions. The fundamental problem lies in two inherent features of many M&As: the acquiring company’s struggle to value the target’s resources and the need for the parties involved to agree on a price. Research identifies three ways to help: selecting an alternative ownership structure, crafting a contractual agreement and utilizing information generated by other markets.
In September 2004, Merck & Co. Inc. initiated the largest prescription drug withdrawal in history. After more than 80 million patients had taken Vioxx for arthritis pain since 1999, the company withdrew the drug because of an increased risk of heart attack and stroke.
After pouring millions of dollars into in-house data centers, companies may soon find that it’s time to start shutting them down. IT is shifting from being an asset companies own to a service they purchase.
Corporate social responsibility has become a vital part of the business conversation. Research points to five principles that underscore how collaboration provides the best combination of social and strategic payoffs.
The burgeoning trend of sending manufacturing to cheaper offshore locales often conflicts with increasing demands for speed and customization.