In the CEO Afterlife
AUGUST 1, 2011
by John • August 1, 2011 • Branding , Marketing • 0 Comments. After the stint at Bristol-Myers, I moved on to Beecham Products (now GlaxoSmithKline) as Brand Manager of Brylcreem Hairdressing, Macleans Toothpaste and Silvikrin Shampoo. Gretzky, Gates, Zuckerberg: Can they see the Unseen? December 2011.
In the CEO Afterlife
AUGUST 1, 2011
by John • August 1, 2011 • Branding , Marketing • 0 Comments. After the stint at Bristol-Myers, I moved on to Beecham Products (now GlaxoSmithKline) as Brand Manager of Brylcreem Hairdressing, Macleans Toothpaste and Silvikrin Shampoo. Gretzky, Gates, Zuckerberg: Can they see the Unseen? December 2011.
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In the CEO Afterlife
FEBRUARY 5, 2011
by John • February 5, 2011 • Branding , Leadership , Marketing , Strategy • 1 Comment. When I was a young product manager back in the ’70s, the only people I could talk to about brands were my colleagues in the marketing department and the advertising agency. February 9, 2011 at 6:09 pm. December 2011.
Mills Scofield
NOVEMBER 18, 2011
In meat plants, tens of thousands of operators are “whizzing” meat products everyday in over sixty countries around the world. So into the “Scoping” stage we go and the learning begins. This is a story about leaving “our lover”, the industry we know and seeking success in the unknown.
In the CEO Afterlife
OCTOBER 17, 2011
by John • October 17, 2011 • Branding , Human Resources , Leadership , Marketing , Strategy • 3 Comments. The conversation in the 2011 branding world is well beyond product and service brand discussion by marketers and ad agencies. October 18, 2011 at 5:02 am. October 19, 2011 at 6:50 pm. April 2011.
Harvard Business Review
DECEMBER 9, 2013
Today we’re seeing a maturing of the industry, and entrepreneurs now want to build products as well. Or they want to combine products and services. Even more difficult is to build a business that requires capital out of the gate. But in 2011, $30 billion was invested by angels and $24 billion by Series A venture capitalists.
Rajesh Setty
SEPTEMBER 27, 2011
Through the Entrepreneur Journeys project, I have come to conclude that the most vulnerable phase in an entrepreneur’s life is the pre-$1 million revenue stage. In my roundtables, the vast majority of entrepreneurs I work with are in this rather vulnerable pre $1 million revenue stage. This is where numerous ventures fail.
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