Manufacturing

Showing 21-39 of 39

011-Leading-your-team-500

When Learning Stops

Learning rarely follows a linear, upward progression. People forget what they once knew; institutional memory fades; obstacles of all kinds block individuals and groups from making progress. Sometimes an initially successful program or approach stops delivering results.

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07-Marketing-500

Smart Pricing

The past decade has seen a virtual explosion of information about customers and their preferences. Many companies have the ability to gauge customers’ willingness to pay for their products and can determine with some accuracy the effect of price changes on sales volumes.

015-Marketing-500

Changing the Channel: A Better Way To Do Trade Promotions

The authors examine the theoretical and practical problems associated with trade promotions, and they explain how the right kind of deal can be created — a transparent system that generates mutual trust and provides benefits to both manufacturers and retailers. The key is proper implementation of what is thus far a little understood tool: the pay-for-performance trade promotion, in which retailers get rewarded according to how much they sell, not how much they buy.

017-Strategy-500

Unwise Decisions and Unanticipated Consequences

How could a team of decent, hardworking, normally law-abiding managers find themselves facing fines, jail time, the loss of their jobs, and ultimately the loss of the company they managed? In making executive decisions, these managers were not deliberately trying to evade the intent of the law, defraud anyone, harm

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04-Operations-500

Lean Production in an International Supply Chain

In a global supply chain, managers must plan for longer lead times, expensive air freight, higher inventory levels, poor sales-forecasting accuracy, and significant delays in resolving technical problems. However, the reduction of defects and engineering change orders associated with lean production can stabilize the supply chain.

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06-Operations-500

An Empirical Study of Flexibility in Manufacturing

Much has been written in recent years about flexible factories and flexible manufacturing systems (FMS), but the literature has been largely theoretical; managers who are interested in making their factories more flexible have little empirical research on which to base their decisions.

03-Strategy-500

A CEO Survey of U.S. Companies’ Time Horizons and Hurdle Rates

The competitiveness of U.S. corporations, particularly manufacturing firms, declined during the 1980s. The decade witnessed serious inroads by foreign firms into traditional domestic markets. In capital goods, for example, the import penetration ratio rose from less than 15 percent to nearly 40 percent. Some indicators of U.S.

09-Marketing-500

Returns Policies: Make Money by Making Good

ALTHOUGH RETURNS POLICIES HAVE BEEN WIDELY USED FOR MANY YEARS, THEY CONTINUE TO BE A SOURCE OF CONTROVERSY. THE AUTHORS present a framework that explains when and how to adopt returns policies. They analyze the benefits and costs of accepting returns from distributors, and also compare returns policies to alternative ways of coordinating the distribution channel.

02-Marketing-500

Best Practice for Customer Satisfaction in Manufacturing Firms

In recent years, changes in the business environment have made it harder for firms to maintain long-term sales growth and profitability levels. Global competition has increased dramatically. A larger selection of products and services is available to the same set of buyers, with little growth in overall markets.

Showing 21-39 of 39