Coaching Tip
JUNE 14, 2011
The market's last seven-week stretch of losses began in May 2001, as the dot-com bubble deflated," reports The Associated Press. Before you make investment decisions based on the latest economic report, be sure to read the 2011 edition of The Independent Investor eBook by Elliott Wave International. Prechter Jr.:
Harvard Business Review
OCTOBER 11, 2011
Unlike most rankings, it was based on a systematic analysis of stock-market performance among nearly 2,000 CEOs of the world's largest companies. And Apple's share performance skyrocketed between the time we compiled the data and when he stepped down on August 24, 2011. His tenure had not ended.
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Harvard Business Review
AUGUST 31, 2011
With Jobs unexpected exit in 2011, Cook's key task is to not only keep Apple humming but to deliver something surprising. Lafley took over in 2001, Proctor & Gamble delivered a solid innovation premium — 20% on average — but when Lafley took the helm P&G's premium jumped to 35%. Can he do it? Before A.G.
Harvard Business Review
APRIL 5, 2013
Everyone is familiar with the primary methods Gillette used to grow: It innovated via technology (with the Sensor, Mach 3, and Fusion razors), and in 2001 it formally expanded into the women''s leg shaving market with a new brand called Venus. For decades, the shaving market was men''s facial hair removal.
Harvard Business Review
MARCH 22, 2011
According to the Bureau of Labor Statistics, the CPI for "wireless telephone services" has declined every year since 2001; the same basket of wireless services in January 2011 cost consumers 12 percent less than what it cost in January 2001, and 40 percent less than what it cost in January 1998. It's the Prices, Stupid.
Harvard Business Review
OCTOBER 3, 2013
Back in 2011, in Citrus Lane’s first six months, its small founding team worked in a house and ate lunch together every day around a big table. In a 2001 interview with HBR, UPS’s then CEO Jim Kelly described the growth of the company: “For decades, we’ve been able to grow tremendously simply by expanding our core business geographically.
Chart Your Course
JUNE 30, 2016
Good to Great: Why Some Companies Make the Leap … and Others Don’t (2001). Marcus Buckingham and Curt Coffman of the Gallup Organization present the findings of an extensive research undertaking involving over 80,000 managers in over 400 companies – the most comprehensive analysis of employee engagement done in the world. By Daniel H.
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