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Marketers and sellers hate product returns, but smart companies aren’t passively accepting them as bitter pills to be swallowed. They’re managing product-return policies to maximize future profits.
Many organizations commit large amounts of resources to maintain their competitiveness through innovative activities.
Limitless material resources are not only unavailable most of the time, they may actually be a hindrance. And remaining lean and mean can often be a blessing.
Executives can avert the seemingly inevitable decline of many mature corporations by viewing their organization as a portfolio of business opportunities at various life cycle stages.
Despite the commoditization of information technology, companies are growing increasingly dependent on it for strategic advantage.
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In service businesses as in others, work can be performed and stored in anticipation of demand. By wisely choosing what kind of inventory to hold, companies can improve quality, response times, customization and pricing.
New research shows that the most resilient companies are those that continually orchestrate a dynamic balance of four innovation strategies.
Many companies’ brand portfolios have become bloated and obscured. A five-step approach can illuminate which brands should be supported, retired, repositioned or otherwise honed to bring greater clarity to the portfolio.
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