Harvard Business Review

MARCH 21, 2018

But his framework also offers a model for rethinking the traditional four P’s of marketing: product , price , place , and promotion. Pride: Customers feel proud and inspired to use the company’s products and services. Consumers typically associate big food companies with mass-production methods and plastic packaging.

Loyalty 14

Loyalty Marketing Apparel Maslow 14

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. For the most part, consumers control what happens to a product. Another apparel company, Patagonia , a high-end outdoor clothier, follows the same credo.

Company 8

Company Apparel Incentives Retail 8

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.

Retail 14

Retail Apparel Motivation Attrition 14

Harvard Business Review

DECEMBER 7, 2017

Among other things, there is growing demand from both retail and institutional investors to align their capital with better environmental and social outcomes, and more resources going into index fund or quasi-indexing products. 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

MAY 12, 2015

Fara Howard , VP of global marketing for the shoe and apparel firm Vans, describes her brand as “an intuitive brand that leads with its heart.” This key insight launched a campaign targeting this demographic that has, so far, more than doubled projected goals for the category. Market-driven CMOs are great listeners.

Leadership Styles 8

Leadership Styles Leadership Brand Audience 8

Harvard Business Review

NOVEMBER 22, 2017

That means choosing the right dashboards, defining which metrics matter most and mapping out how long-range planning, resource allocation, and budgeting will work. Do they focus on “manufacturing” (creating products), “distribution” (managing channels and customer relationships), or some combination of the two?

Strategy 8

Strategy Company Banking Apparel 8

Harvard Business Review

FEBRUARY 13, 2017

Their goal was to help entrepreneurs and those inside established companies adopt a new approach, “one better suited to high-potential projects whose prospects are uncertain at the start.” One of the growth vectors they identified was moving into the production of high-end apparel that would be sold in department stores.

Planning 9

Planning Benchmarking Project Competitive Advantage 9