The conventionally correct economic answer to this problem is as simple and straightforward as it is brutal: Choose the old sales channel that leads to economic suicide. The “right” strategy is, in fact, an exit strategy.
Managers can’t leave growth to chance. They should have a strategy for growing as well as for applying new knowledge faster than their competitors.
Managing domestic and global suppliers is the most influential strategic lever companies can use to reduce costs and compete more effectively on price. Purchasing leaders now determine the success of new-product launches.Truisms? Not necessarily. According to a study of 236 large Canadian and U.S.
Shareholder value could suffer by following “rules of thumb” instead of textbook theory. The debate about how best to practice corporate finance can be likened to the one about whether life exists in outer space: lots of theories but little agreement.
The benevolent cycle in which loyal employees beget loyal customers beget greater profits has been laid out convincingly by such luminaries as Frederick Reichheld (“The Loyalty Effect”) and James Heskett, W. Earl Sasser and Leonard Schlesinger (“The Service Profit Chain”).
It's been all over the headlines in the last few years: Boards of directors and shareholders at corporate giants such as Procter & Gamble, American Express, IBM and AT&T have ousted incumbent CEOs in the hope of improving company performance.
Although the satisfaction rate for enterprise-resource-planning software is high, a newer option may be better for e-commerce.
Genetic algorithms, virtual-engineered-composite cells and the Internet help increase speed and product variety.
“Strategy Innovation Routines” enable GE Capital, Enron and other companies to adapt to changing business conditions.
In the early days of Internet commerce, conventional wisdom held that online shoppers were fickle bargain hunters and that the Internet would relentlessly drive down prices and profit margins. Pundits said the days of brand equity and consumer loyalty were numbered.
Employment conditions have changed in almost every way but the way regulators see the issues. The old model is obsolete.
Recent research shows that managers” personal, and often unconscious, assumptions can undermine their decision-making. The authors offer concrete advice, supported by industry examples, on how to tackle the detrimental effects of “social projection,”
Web-based technology is creating opportunities to rethink business models, processes and relationships along the supply chain. How new are the strategic concepts? The author constructs a coherent map of the e-opportunity by identifying three domains that exist within operations, marketing and customer service.
Warren Bennis and a panel of experts in leadership development discuss today‘s “legitimization of doubt,” which frees managers to admit they don‘t know everything and to begin the serious learning that improves competitiveness.
Since the very existence of competitive advantage sets in motion creative innovations that cause the advantage to dissipate, strategists must understand the processes of competition and progress and the factors that undergird each advantage. Only then will they be able to see when old advantages are poised to disappear and how new advantages can be built in their stead.
Software is an increasingly pervasive part of the New Economy. As a result, today’s general managers need to be aware of the most effective methods for developing and deploying software products and services within their organizations. Delegating such decisions to a technical staff, however skilled, can be a risky strategy.
Internet portal Yahoo! records every click made by every visitor, accumulating some 400 billion bytes of data per day — the equivalent of 800,000 books.1 Direct marketing giant Fingerhut has 4 million names of repeat customers and stores up to 1,000 attributes on each one.
What's so new about the New Economy? Our real future lies in building sustainable enterprises and an economic reality that connects industry, society and the environment.