Apparel Business Model Development Marketing 
Harvard Business Review
JULY 8, 2016
Experts continue to debate whether Chinese businesses are truly disruptive. The American textile and apparel industries, for example, will tell you that the evidence can be found in the blood on the floor — their blood, on what used to be their floor. For some industries in the West, this question appears a bit ridiculous.
Harvard Business Review
JUNE 17, 2016
Consider the sports apparel company Under Armour. Its goals are extremely ambitious; it is not just a pioneer in developing new fabrics for active wear, but in developing wearable electronics. Where are the markets with opportunities? You’ll start with in-market leverage, growing within your core.
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Harvard Business Review
JULY 30, 2018
The responses , from 270 corporate leaders in strategy, innovation, and research and development roles, were illuminating. When your “forward scouts” see something important, what mechanisms exist to set up collaborations with outside vendors or startups, or run a quick pilot test with a function or business unit?
Harvard Business Review
DECEMBER 17, 2014
Identifying this so-called “growth gap” is critical, because the bigger the gap, the more a company needs to look beyond its current offerings, markets, and business models to find growth opportunities. By reaching new customers in current markets? There are two ways to set revenue targets.
Harvard Business Review
SEPTEMBER 14, 2011
Often it's because their business models have run their course (Yahoo!), Others double down on their most loyal customers on the theory that they can build on an already strong market position and emotional connection. Instead, they let a small startup develop the first low-cost electric toothbrushes.
Harvard Business Review
NOVEMBER 30, 2016
What advantage do we have — or can we create — in the market, and how do we maintain and extend this advantage? What is our promise to the market and to customers? These companies may do business in a dozen different sectors, but everything they do nonetheless fits together in a coherent way.
Harvard Business Review
JUNE 22, 2012
Many chase market share they'll never get. A lot of companies throw money at the problem — more R&D, more marketing, more sales people. My experience suggests that growing organically is a skill companies can develop, not an advantage they temporarily gain as a result of a hot product or successful business model.
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