Strategy Driven
APRIL 15, 2011
I was riding in an airplane a few years ago when Richard Branson, CEO of Virgin, plopped down in the seat next to mine. Imagine that! We talked for a while, and then Branson hurried off to visit a few of his friends on the other side of the plane. I should mention, by the way, that Branson had invited me on this particular outing – and it was in his brand new Boeing 747 (bound for the Virgin fleet).
Strategy Driven
APRIL 26, 2011
Every decision made represents a risk to the organization; some large, others small; some immediate, others latent; some positive, others adverse. Regardless of the impact, it is desirable to have each decision bring optimal benefit to the organization. Achieving these frequent, repeatable, and positive results requires a mechanism to drive consistency in decision-making; consistency that is only achieved through established procedures on which decision-makers are trained and against which perfo
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Strategy Driven
APRIL 22, 2011
There are people in every organization you know whose titles indicate they are leaders. Often, and unfortunately, their employees beg to differ. Oh, they don’t say it directly, not to the boss’s face, anyway. They say it with their ho-hum performance, their games of avoidance, their dearth of enthusiasm. Leaders – real leaders who have mastered their craft – don’t preside over such lackluster followers.
Strategy Driven
APRIL 9, 2011
“Fortune does not change men; it unmasks them.&#. Suzanne Curchod – Necker (1739 – 1794). French-Swiss salonist and writer. If you enjoyed this article, let us keep you up-to-date on other newly published insights by signing up for our complimentary StrategyDriven Newsletter. Copyright 2007-2011 by StrategyDriven, Inc. This content is intended for personal and non-commercial use only.
Strategy Driven
APRIL 8, 2011
There are two ways to compete in existing markets – gaining brand preference and making competitors irrelevant. Brand Relevance. The first and most commonly used route to winning customers and sales focuses on generating brand preference among the brand choices considered by customers, on beating the competition. Most marketing strategists perceive themselves to be engaged in a brand preference battle.
Strategy Driven
APRIL 19, 2011
When considering various operations to continue or new initiatives to pursue, there tends to be a singular focus on the revenue generation potential or regulatory compliance necessity of the activity. However, many initiatives offer highly qualitative but no less beneficial contributions to the organization that should be considered beyond the simple financial return.
Strategy Driven
APRIL 30, 2011
“Adversity introduces a man to himself.&#. Anonymous. If you enjoyed this article, let us keep you up-to-date on other newly published insights by signing up for our complimentary StrategyDriven Newsletter. Copyright 2007-2011 by StrategyDriven, Inc. This content is intended for personal and non-commercial use only. All rights reserved. Please consider the environment before and after printing this article.
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