2010 Development Franchising Marketing 
Tanveer Naseer
DECEMBER 8, 2015
My task as a leader was to determine who could be developed into star performers, who could be slotted into positions that fit their skills better, and who needed to be cut loose. One of my own flaws was generally erring on the side of “developing people to make it work” which was a noble but often misguided approach.
N2Growth Blog
JUNE 11, 2010
Become a part of them as opposed to a vendor to them …This is a difficult concept for old-school marketers to get their arms around, but a critical one nonetheless. Let me say this as clearly as I can…a ready, fire, aim approach will rarely find the target.
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Harvard Business Review
FEBRUARY 22, 2013
Your company has just developed an amazing new product. Years of development, energy, and, of course, money have gone into it. The focus of the firm was development of a treatment for ALS, or Lou Gehrig's disease, and its leader was Dr. Frank Baldino, an intense, brilliant, and charming scientist. By 2010, sales exceeded $2B.
Harvard Business Review
SEPTEMBER 7, 2018
In 2010, Google rocked the $60 billion broadband industry by announcing plans to deploy fiber-based home internet service, offering connections up to a gigabit per second — 100 times faster than average speeds at the time. Major markets were migrating to two segments — a high-end served by cable and a low-end served by DSL.
Harvard Business Review
MARCH 8, 2012
Founders Forum is a franchise started by two successful UK-based entrepreneurs, Brent Hoberman and Jonnie Goodwin, to stimulate US-style entrepreneurship in the European region, and now around the world. As unit economics enable ever cheaper smart phones (the lowest price in the market is now $65), their penetration will rise.
Harvard Business Review
MAY 14, 2015
The company’s executives said that to help finance the plan, McDonald’s would increase refranchising (turning company-owned restaurants into franchises), take on more debt (even at the risk of lowering its bond rating ), and find $300 million to cut in general and administrative expenses. million in 2014 to a high of $12.6
Harvard Business Review
FEBRUARY 20, 2013
A 2010 IBM survey found that 79% of global chief executives foresaw "high or very high complexity" over the next five years, but only 49% felt their organization was prepared to handle it. They too have struggled to operate in complex environments, and have developed the skills and expertise to overcome these challenges.
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