Apparel Business Model Management 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
NOVEMBER 30, 2016
Now, you will have to translate your strategic thinking into a value creation plan that your management team and board will embrace. 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?
This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.
Harvard Business Review
JUNE 17, 2016
Consider the sports apparel company Under Armour. In everything it does, the company pays as much attention to its growth engine — its ability to manage innovation and launch consistently valuable products — as in any particular garment or device it sells. Where are the markets with opportunities?
Harvard Business Review
NOVEMBER 19, 2015
For every Apple, there is an Atari, for every Fuji a Polaroid, and for every Zara an American Apparel. In today’s dynamic business environment, leaders of large established companies need more than ever to run and reinvent the business at the same time. Some firms manage to maintain this dual discipline as they grow.
Harvard Business Review
DECEMBER 11, 2018
In fact, only eight percent of companies’ CEOs believe that their business model will remain economically viable if their industry continues to digitize at its current course and speed. The first is this notion that the challenges at work, the challenges of managing modern work, really are a crisis.
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? By stealing share from current competitors?
Harvard Business Review
JULY 30, 2018
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? Too many companies wait for the annual strategic off-site to roll around before they address the changing dynamics of their market.
Expert insights. Personalized for you.
10 
Let's personalize your content