Harvard Business Review

JULY 8, 2016

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. The first will be continued displacement by ever-more-competitive Chinese companies who compete on cost.

Business Model 12

Business Model Innovation Company Apparel 12

Harvard Business Review

JUNE 7, 2016

Conventional wisdom would seem to suggest that companies have no incentive to lengthen the life cycle of their products and reduce the revenue they would get from selling new goods. Operations in a Connected World. The technologies and processes that are transforming companies. Insight Center. Sponsored by Accenture.

Company 8

Company Apparel Incentives Retail 8

Harvard Business Review

NOVEMBER 21, 2016

The company offers a subscription clothing and styling service that delivers apparel to its customers’ doors. Second, companies can use machines to supercharge the productivity and effectiveness of workers in unprecedented ways. Machine learning algorithms digest all of this eclectic and unstructured information.

Company 8

Company Fashion Apparel Trends 8

Harvard Business Review

MAY 26, 2016

Workers specialize in simple, highly routinized operations. They are incentivized to complete operations as quickly as possible. Operations in a Connected World. The technologies and processes that are transforming companies. Managers hold virtually all decision-making authority. Insight Center. Sponsored by Accenture.

Lean Manufacturing 11

Lean Manufacturing Supply Chain Apparel Compliance 11

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. Why does this happen to large companies with a legacy of success?

Company 8

Company Succession Maturity Long-term 8

Harvard Business Review

JUNE 17, 2016

In fact, 94% of the senior executives who responded to a recent global survey conducted by our firm, Strategy&, said that growth was a priority for their companies. A few companies, however, do succeed in growing year after year. In short, growth comes from the entire company, not from any particular product or service.

Company 8

Company Engineering Apparel Survey 8

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. That’s straightforward enough.

Innovation 11

Innovation Company Venture Capitalist Business Model 11

Harvard Business Review

APRIL 24, 2014

Since then, leaders from business, government, and civil society organizations have come together to address fire and building-safety issues in the apparel factories. These facts raise an important question: Do companies have a responsibility to understand, and potentially improve, the societies in which their products are made?

Supply Chain 9

Supply Chain Apparel Bottom-up Globalization 9

Harvard Business Review

SEPTEMBER 21, 2018

Fewer than one-third (30%) of respondents to our survey see innovation as one of the top three challenges their company faces in achieving its strategic objectives, and just 21% think that technology trends are a major strategic challenge. We found that concerns about innovation fall behind other issues for most directors.

Innovation 12

Innovation Short-term Telecommunications Long-term 12

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. A lot of CEOs are being shown the door lately.

CEO 16

CEO Six Sigma How To Apparel 16

Harvard Business Review

JUNE 2, 2015

Leaders of many companies — in industries ranging from contract manufacturing, and software services to consulting and health care — tell us the same thing: “We want to move up the value chain.” make your own operations more efficient. create the opportunity to invent new operations. Because it can.

Supply Chain 8

Supply Chain Contract Manufacturing Outsourcing Operations 8

Harvard Business Review

FEBRUARY 8, 2016

If I asked you to picture the consumer luxury market, you might imagine jewels, sports cars, watches, premium drinks, high-end shoes and apparel, and so on. in 2015, which requires larger companies doing business in Britain to publish a board-approved, public annual slavery and human trafficking statement.

Brand 8

Brand Supply Chain Apparel Tourism 8

Harvard Business Review

MARCH 30, 2017

Sears Holdings has indicated that “substantial doubt” exists about its ability to continue operations. While the announcement, made in the company’s recent annual report, seems to be a white flag of surrender, it could just be a yellow warning light. The company says it is taking action to ensure its future viability.

Retail 8

Retail Brand Airlines Apparel 8

Harvard Business Review

OCTOBER 25, 2013

Founded in 1998, Lululemon produces sports apparel for women that is fashionable, environmentally friendly, and as technically advanced as sports apparel for men. The company spends virtually nothing on advertising. The company now has over 200 stores, and sales soared from US $40 million to US $1.37

Apparel 9

Apparel Brand Sports Advertising 9

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

OCTOBER 10, 2011

The breakthrough comes when the largest companies in a sector decide to develop a sustainability index they will all live by, as is happening now in the apparel and footwear industry. Common measurements lead to cooperative management, and the pieces fall into place.

Cost 8

Cost Productivity Products Webinar 8

In the CEO Afterlife

MARCH 18, 2015

In today’s business, chronic complexity is stifling, stagnating, and bringing companies to their knees. Companies that appreciate the power of sacrifice also appreciate that ‘do less better’ is a winning strategy at both the corporate and functional level. Doing less, better applies to both large and small companies.

Apparel 100

Apparel Brand Franchising Competitive Advantage 100

Harvard Business Review

SEPTEMBER 14, 2017

Research shows that abnormal weather disrupts the operating and financial performance of 70% of businesses worldwide. In the apparel sector, for instance, the unusually warm winter temperatures across Europe and the U.S. last year triggered shortfalls in sales, store closures, and job cuts.

Hedge 8

Hedge Apparel Risk Management Retail 8

Harvard Business Review

DECEMBER 5, 2012

With the Winter holiday shopping season, fashion apparel retailer Zara has been the focus of media attention — the New York Times recently profiled the innovative fast fashion business model pioneered by Zara, while Elizabeth Cline's book on the costs of fast fashion has climbed up the sales charts. Why wasn't it copied immediately?

Business Model 10

Business Model Innovation First-mover Advantage Apparel 10

Harvard Business Review

MAY 8, 2012

This week, Microsoft is announcing an unusual initiative that it hopes will change how the company operates: an internal fee on carbon. From my conversations with the company, I take away four major reasons they're doing this: Behavior change. Sales/Becoming the Vendor of Choice.

Price 13

Price P&L White Paper Energy 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. 3: Make your company growth-friendly.

Retail 11

Retail Long-term Short-term Apparel 11

Harvard Business Review

SEPTEMBER 11, 2012

North American restaurant chain Panera Bread is experimenting with a nonprofit variation, where the company donates a number of existing stores to its "Panera Cares" foundation. At these locations, any money made goes first to fund operations, and additional profits go to local charities.

Apparel 8

Apparel Telecommunications Transportation Operations 8

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

DECEMBER 11, 2018

Companies are spending millions on digital transformation, yet studies find many leaders feel their projects aren’t achieving their objectives. Workfront CEO Alex Shootman says digitization is happening in most companies on a function-by-function basis, leaving teams to work in silos instead of executing new strategies together.

Content 9

Content Crisis Apparel Learning-by-Doing 9

Harvard Business Review

APRIL 15, 2016

It has changed how users expect to interact with companies and brands online, and it is forcing firms to use messaging to fulfill customer expectations. Now even larger companies, such as Lopes, a major real estate company, list WhatsApp as one of the main ways to talk to consumers. How WhatsApp became a tool for businesses.

Brand 8

Brand Real Estate Content Apparel 8

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. A lot of CEOs are being shown the door lately.

CEO 8

CEO Six Sigma How To 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. Customer experience creators.

McKinsey 8

McKinsey Human Resources Reputation Brand 8

Harvard Business Review

JULY 18, 2011

Many companies today operate like Russian nesting dolls, where one large figure is actually made up of many smaller one. These organizations present a unified face to the outside world, but rely heavily on other, usually smaller, companies or external individuals to conduct many of their activities.

Morale 9

Morale Apparel Ethics Media 9

Harvard Business Review

DECEMBER 7, 2017

How can we overcome these free rider problems, to make sure companies are incentivized to have a more positive societal impact? And the more companies within an industry the investor owns, the more concerned they are with the industry as a whole, and the less favorably they view the conduct of free riders.

Supply Chain 8

Supply Chain Asset Management Chemicals Long-term 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

OCTOBER 3, 2012

Among its intimate apparel store peers — who are in the business of helping women find the perfect undergarments through a sometimes thrilling and at other times exasperating process — Journelle stands out. While women make up most of Journelle's customer base, the company makes an effort to make men feel important, too.

TSR 15

TSR Apparel Consultative Uncertainty 15

Harvard Business Review

AUGUST 2, 2011

Financial services companies co-manage loans and share risks. Competitors in the auto, computer, and apparel industries frequently rely on the same suppliers and distributors, and to keep them healthy need to make sure that the overall industry does well.

Apparel 15

Apparel Pharmaceuticals Finance Licensing 15

Harvard Business Review

OCTOBER 8, 2015

The network effect, which describes how services and technologies become more valuable as more people use them, has driven the success of many internet companies. ” And one prominent brandtech company is Tesla, which has become one of the most valuable high-end car brands in recent years. ’s $59 billion).

Brand 8

Brand Apparel Software Content 8

Harvard Business Review

JUNE 3, 2016

It includes changes in how an organization interacts with its customers, citizens, or patients; in operational processes; in business models; in supply chain relationships; and in how employees use information to generate insight. Operations in a Connected World. The technologies and processes that are transforming companies.

Tools 8

Tools Supply Chain CRM Technology 8

Harvard Business Review

FEBRUARY 22, 2012

The company's efforts came on the heels of Pepsi's first foray into labeling with its Walkers potato chips brand, also in the UK. The Tesco experience in particular highlights a few big questions about green data labeling. For milk or snacks, the energy used to get it to shelves makes sense, but again, may not be helpful for consumers.

Supply Chain 13

Supply Chain Retail Apparel B2B 13

Harvard Business Review

SEPTEMBER 4, 2015

manufacturing companies, defined as firms that have their headquarters in the United States, responded. companies responded that they were “definitively” planning to do so. based companies and 33 non-U.S.-based based companies responded — were very similar. One-hundred fifty-six U.S. While 33.6%

Supply Chain 8

Supply Chain Survey Price Apparel 8

Harvard Business Review

OCTOBER 18, 2018

Lance Best, the CEO of Barker Sports Apparel, was meeting with Nina Kelk, the company’s general counsel, who also oversaw human resources. It had been a long day at the company’s Birmingham, England, headquarters, and in the early evening the two were going over the evaluations of each of Lance’s direct reports. .”

Case Study 15

Case Study Team CFO Merchandising 15