Harvard Business Review

NOVEMBER 22, 2017

Why is one multinational consumer goods company organized by category, while another organizes by region? Why is one insurance company deep into an agile transformation while another is experimenting with it only at the edges of its business? How do banks switch customer relationships from branch offices to mobile phone screens?

Strategy 8

Strategy Company Banking Apparel 8

Harvard Business Review

MAY 26, 2016

Producers in less-developed countries compete by keeping costs low. Over the last thirty years, the lean approach — developed by Japanese automakers — has permeated the manufacturing sector in developed countries, but is much less commonly used in the developing world. Insight Center. Sponsored by Accenture.

Lean Manufacturing 11

Lean Manufacturing Supply Chain Apparel Compliance 11

Harvard Business Review

DECEMBER 17, 2014

How much does your company need to invest in innovation? 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?

Innovation 10

Innovation Company Venture Capitalist Business Model 10

Harvard Business Review

MAY 6, 2015

The fear of getting Netflix-ed or Uber-ized is spurring big companies to dial up their investment in innovation. But as investment increases, many companies are struggling with a challenging question: how do you know whether your chosen innovation strategy is actually bearing fruit? Large public companies can be more capricious.

Metrics 8

Metrics Innovation Company Stage-Gate 8

Harvard Business Review

JULY 8, 2013

A client recently told me that he knew it was time to leave his previous job when he was no longer proud to wear the company''s T-shirt in public. The seemingly simple and innocuous act of wearing a company''s T-shirt is actually a very personal and public endorsement that carries a degree of social risk. His comment is telling.

Company 9

Company Apparel Brand Advertising 9

Harvard Business Review

AUGUST 4, 2017

How the best companies get up to speed. A D2C initiative can involve one platform or many, depending on things like image, objectives, target audience, and what’s feasible in a given market. The cosmetic company responded with a new product, and backed it up with a dedicated consumer marketing plan.

Retail 8

Retail Brand Apparel Discount 8

Harvard Business Review

JANUARY 3, 2017

Retailers such as ALDI and Walmart have used price to position themselves against traditional competitors in their markets, pinching margins all around. Financial asset managers have been out-price-cutting one another in exchange-traded funds in a bid to gain market share. and Europe. Improving perception.

Price 14

Price Retail Discount Tactics 14

Harvard Business Review

AUGUST 29, 2016

In the search for profitable organic growth, more and more companies are making major investments in optimizing the end-to-end customer experience – every aspect of how customers interact with the company’s brand, products, promotions, and service offerings, on and offline. Measuring Marketing Insights.

Retail 15

Retail Apparel Motivation Attrition 15

Harvard Business Review

DECEMBER 21, 2011

China is America's third-largest export market, behind Canada and Mexico, accounting for 7% of US exports as of August 2011. Because of the constraints imposed on real estate development by Beijing, the demand for steel, and scrap, is likely to flatten and even fall. Most of these imports went to American multinational giants.

Apparel 14

Apparel Real Estate Automotive Globalization 14

Harvard Business Review

MAY 22, 2018

The automotive industry is being disrupted by electric vehicles and self-driving cars, just as home appliances is being disrupted by the Internet of Things and smart appliances, home entertainment by on-demand content providers, and apparel by online personal stylists such as Stitch Fix and Trunk Club. Data-Driven Marketing.

Automotive 8

Automotive Brand Technology White Paper 8

In the CEO Afterlife

MARCH 18, 2015

In today’s business, chronic complexity is stifling, stagnating, and bringing companies to their knees. This can mean expanding product lines, entering new markets and geographies, line extending brands, acquiring new businesses, creating projects, and adding layers of management to manage the self-created complexity.

Apparel 100

Apparel Brand Franchising Competitive Advantage 100

Harvard Business Review

APRIL 27, 2015

When Gilbane, a family-owned construction company, hired a design firm for a rebranding, the designers surveyed Gilbane’s clients and came back with an important finding: Do not discount the fact that the firm is a “family-owned” business. The companies surveyed had average sales of $3.48

B2B 8

B2B Press Release Construction Brand 8

Harvard Business Review

DECEMBER 7, 2017

Just look at Uber to understand the importance of diversity and product safety or at car manufacturers scrambling to develop a competitive advantage in electric cars as countries seek to decarbonize their economics and fight pollution. In both cases, social and environmental metrics matter for the business’s financial success.

Supply Chain 8

Supply Chain Asset Management Chemicals Long-term 8

Harvard Business Review

JUNE 21, 2013

Given the forecasts of uncertain global economic growth, we might expect companies to hold off from hiring new employees and to limit whatever international hiring they do to emerging markets. The vast majority of board members told us their companies are hiring in double-digits and across the globe. Asia into North America).

Telecommunications 10

Telecommunications Health Care Talent Management Biotechnology 10

Harvard Business Review

JULY 3, 2014

In the apparel industry alone, we’ve just seen the end of American Apparel’s Dov Charney and the ouster of Lululemon Athletica founder Chip Wilson – plus the installation of interim CEOs at Target and JC Penney following their previous leaders’ firings. Then develop a profile limited to a few must-haves.

CEO 15

CEO Six Sigma How To Apparel 15

Harvard Business Review

OCTOBER 2, 2014

Starting in the late 1980s , academic researchers began to develop sophisticated predictive techniques to answer that question. Gerd Gigerenzer , director at the Max Planck Institute for Human Development in Berlin, has been making the case for decades that heuristics often outperform statistical models. What they found surprised them.

Simon 12

Simon Retail Uncertainty Apparel 12

Harvard Business Review

NOVEMBER 30, 2016

And the odds that your company, or industry, may find itself targeted by an activist are going up. Many activists are asking some very tough and fundamental strategic questions: Are the company’s investments in the right place? Is the company’s portfolio too diverse? What is our company great at doing?

Management 8

Management Short-term Constraint Apparel 8

Harvard Business Review

JANUARY 5, 2018

For example, in 2009 professors Brian Becker, Mark Huselid, and Richard Beatty estimated that in most companies less than 15% of jobs are what they call strategic positions and said management should focus “disproportionate investments” on finding A players for those jobs. Connectors in the middle. High-potential future leaders.

McKinsey 8

McKinsey Human Resources Reputation Brand 8

Harvard Business Review

OCTOBER 10, 2011

Ideally that sustainability could be achieved through market mechanisms — which would be possible if the products that took a bigger toll on the planet also cost more to buy in stores. In a sustainable economy, businesses would serve consumer needs in ways that did not reduce the ability of future generations to meet theirs.

Cost 8

Cost Productivity Products Webinar 8

Harvard Business Review

DECEMBER 22, 2015

In an ongoing global survey of senior executives , more than half of the respondents said they didn’t think their company had a winning strategy, and two-thirds said they didn’t think their organization had the right capabilities to execute its strategy. First, these companies commit to an identity.

Execution 8

Execution Strategy Fashion Apparel 8

Harvard Business Review

SEPTEMBER 14, 2011

Sooner or later most companies find themselves struggling to produce growth. or they've been overtaken by competition (Kmart), or they are being hit particularly hard by a stagnant economy (any durable goods company). Instead, they let a small startup develop the first low-cost electric toothbrushes. So why pursue them?

Organization 13

Organization Apparel Retail Fashion 13

Harvard Business Review

NOVEMBER 6, 2012

Although they're no longer wage slaves, they still feel captive to the fortunes and whims of big companies. Speaking out primes the market, builds anticipation, helps a radical idea sound familiar, and for those whose name becomes associated with the idea, thought leadership offers entree to circles of potential future backers and supporters.

Entrepreneur 17

Entrepreneur Cooper Apparel Bureaucracy 17

Great Leadership By Dan

MAY 12, 2016

Guest post from Michael Klassen : After three decades of working in marketing, I thought I had heard or read nearly every story of innovation and entrepreneurship out there. Laurel Burch sold homemade jewelry out of a fishing tackle box on Haight Street and eventually built a multi-million dollar international design company.

Apparel 120

Apparel Innovation Advertising Industry 120

Harvard Business Review

APRIL 23, 2014

Brands in categories from apparel to automotive to sporting goods to spirits are licensed. It can boost brand exposure and expansion without significant investment, helping companies enter international markets or play in new product categories without having to incur the usual product development costs and risks.

Brand 9

Brand Licensing Apparel Merchandising 9

Harvard Business Review

OCTOBER 2, 2014

Starting in the late 1980s , academic researchers began to develop sophisticated predictive techniques to answer that question. Gerd Gigerenzer , director at the Max Planck Institute for Human Development in Berlin, has been making the case for decades that heuristics often outperform statistical models. What they found surprised them.

Simon 8

Simon Retail Uncertainty Apparel 8

Harvard Business Review

JANUARY 28, 2014

Meanwhile, the world’s largest companies have begun to understand that their viability depends on a healthy world. Business by now has a well-developed playbook for dealing with such sustainability issues. The evaporation of the middle class, like the disappearance of fish stocks or forests, will be the end of many companies.

Golden Parachute 13

Golden Parachute Apparel Trends Short-term 13

Harvard Business Review

JUNE 22, 2012

companies would show no earnings growth in the early part of this year. But CEOs can't rely on cost-cutting to keep their profit momentum going — it's gone about as far as it can at most companies. I am often amazed at the helter-skelter way that companies pursue organic growth. Many chase market share they'll never get.

Retail 11

Retail Long-term Short-term Apparel 11

Harvard Business Review

JUNE 9, 2016

For example, if the CEO makes controversial public statements, has personal relations with an employee or contractor, or develops a reputation for being rude, overbearing, or verbally combative, the board must decide what merits investigation. Among the companies in our sample, share prices declined by a market-adjusted 3.1% (1.1%

CEO 8

CEO Sample Reputation Press Release 8

Harvard Business Review

AUGUST 2, 2011

In reality, each country needs the other to succeed in order to thrive — to finance growth, secure export markets, train talent, transfer technology, and more. For example, pharmaceutical firms license compounds to each other and co-promote products in different markets. Facilitate discussion between competitors.

Apparel 15

Apparel Pharmaceuticals Finance Licensing 15

Harvard Business Review

JULY 3, 2014

In the apparel industry alone, we’ve just seen the end of American Apparel’s Dov Charney and the ouster of Lululemon Athletica founder Chip Wilson – plus the installation of interim CEOs at Target and JC Penney following their previous leaders’ firings. Then develop a profile limited to a few must-haves.

CEO 8

CEO Six Sigma How To Apparel 8

Harvard Business Review

JUNE 3, 2013

Many wonder why an academy company like P&G, historically known for developing talent, did not, or was not able to, promote a successor from within its ranks. Is the problem that P&G produces outstanding specialists in marketing but not general managers who can run the business? Is P&G no longer an academy company?

Succession 8

Succession Telecommunications Biotechnology Real Estate 8

Harvard Business Review

AUGUST 14, 2015

Reflecting this broader viewpoint, the company began to expand its market footprint, by, for instance, investing in a start-up that planned to sell furniture via the internet. In contrast to Starbucks, the Virgin brand strategy is a high-wire act that requires incredible management and marketing skill and creativity.

Brand 8

Brand Banking Apparel Strategy 8

Harvard Business Review

FEBRUARY 16, 2016

For the most part, directors focus in on a relatively narrow range of issues related to the fortunes of their companies. More than half of corporate directors of both public and private companies in North America think that global growth prospects are uncertain. Some findings were not terribly surprising.

Politics 8

Politics Telecommunications Policies Biotechnology 8

Harvard Business Review

FEBRUARY 13, 2017

So you look at past projects, gather and analyze relevant market data, make predictions about how much revenue you’ll be able to generate, decide what resources you’ll need, and set milestones to reach your targets. It’s a technique that any manager can use when developing and launching a new venture. Not so fast.

Planning 9

Planning Benchmarking Project Competitive Advantage 9

Harvard Business Review

DECEMBER 23, 2015

Besides possibly saving humanity, the deal has another big upside — it signals to financial markets and businesses that the low carbon economy is worth investing in. Multi-trillion-dollar markets are in play and there will be many more winners than losers. Companies line up like never before for climate action.

Supply Chain 8

Supply Chain Apparel Energy Price 8

Harvard Business Review

AUGUST 2, 2013

In many companies, "digital" is a cacophony of disconnected, inconsistent, and sometimes incompatible activities. One company had three simultaneous mobile marketing initiatives, conducted by different groups, using different tools and vendors. The title CDO may or may not become permanent in your company.

CIO 8

CIO Technology Apparel Information Technology 8

Harvard Business Review

FEBRUARY 27, 2017

In emerging markets, billions of people have moved out of extreme poverty. In the developed world, we enjoy better medicines, connectivity, and mobility than most of us could have imagined even 20 years ago. As a result, more companies are being valued based on their current earnings than on their growth potential.

Globalization 8

Globalization Supply Chain Human Capital Long-term 8