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. Let’s say it’s an apparel company, right. And then you think about how new entrants come into the market.

Content 8

Content Crisis Apparel Learning-by-Doing 8

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.

Management 8

Management Short-term Constraint Apparel 8

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.

Retail 11

Retail Long-term Short-term Apparel 11

Harvard Business Review

JANUARY 25, 2013

The business model changes. The marketing model changes. We looked at the three biggest segments — packaging, food waste, and apparel. The whole circular concept sounds daunting — there's quite a bit involved with an approach like that: reverse logistics, cost incursions, consumer awareness.

Company 9

Company Apparel Engineering Welch 9

Harvard Business Review

FEBRUARY 27, 2017

In emerging markets, billions of people have moved out of extreme poverty. While the last wave of globalization centered on accessing foreign markets and creating low-cost global supply chains, the next wave could follow a very different pattern. Businesses can use these trends to reconnect with their customers and their communities.

Globalization 8

Globalization Supply Chain Human Capital Long-term 8

Harvard Business Review

DECEMBER 20, 2016

I’m talking about the superconsumers who are inside your organization, working at every level: the fashionista who works in the mail room at the headquarters of an apparel company, or the finance manager who works for a pork brand and who eats three pounds of bacon in any given week. So find them, ask questions, and let them help you.

Airlines 8

Airlines Energy Self-aware Learning Curve 8

Harvard Business Review

DECEMBER 20, 2011

While "running out" isn't really the right phrase, it's clear that delivering many commodities to market is getting harder and more expensive (we don't dig for oil a mile under the ocean for the heck of it). Markets have a remarkable way of sorting the wheat from the chaff. trillion market for clothes and shoes.

Supply Chain 15

Supply Chain Apparel P&L Long-term 15

Harvard Business Review

JUNE 3, 2015

Leaders of large enterprises struggle to balance the need to make their core business more efficient with the need to move nimbly to new processes and business models, particularly in the face of threats from disruptive startups. The size of the apparel market only in the U.S. This is a fact we know, and know well.

Apparel 8

Apparel Strategy Insourcing Efficiency 8

Harvard Business Review

DECEMBER 18, 2017

In the age before the digital revolution, marketers used to tell customers about a product and then work through a traditional step-by-step purchase funnel. “Advances in technology have helped us reimagine fan engagement and create new business models that we never thought possible. ” Read More from Microsoft.

Sports 8

Sports Brand Content Industry 8

Harvard Business Review

JANUARY 27, 2012

The panel made one thing clear: just when any sensible person might have concluded that e-commerce business models had finally reached maturity, we are witnessing a veritable explosion of new ones. While GILT and its rivals sell across verticals (apparel, home, travel, kids, local), OKL deals in just one big one: home.

Retail 15

Retail Fashion Merchandising Apparel 15

Harvard Business Review

DECEMBER 19, 2014

The utility and energy businesses are changing fundamentally (well, some of them are). Distributed generation (meaning solar panels on my roof) is a direct threat to the business models of the large power plants that utilities know best. It’s hard out there if you’re a utility. utility sector. Tough choices.

Chemicals 12

Chemicals Short-term Energy Report 12