Apparel Leadership Long-term Marketing 
Rich Gee Group
JUNE 10, 2024
In business, the adage "penny wise and pound foolish" often describes a short-sighted approach to cost management that undermines long-term success. However, this short-term focus can lead to long-term losses.
In the CEO Afterlife
APRIL 24, 2017
The seemingly more attractive (and logical) option is to do more and more – the theory being the more markets, products, and businesses a company engages in, the better the results. Today, 40% of Nike’s revenue comes from apparel and sporting goods. In the simplest of terms, three words exemplify one big idea. This is not true.
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N2Growth Blog
SEPTEMBER 28, 2020
In the years that have passed, we’ve continued to expand and refine the list by looking for CHROs able to innovate and outperform their peers regardless of current market dynamics in play at the time. Remember, it’s the people and culture who enable technology and marketing success – not the other way around. ?.
Harvard Business Review
MARCH 29, 2012
Evidently not everyone is choosing to see their world in black and white financial terms. These companies have the scope to easily gather data on their true impact (Coke's effect on the water table wherever it has a plant, for example) and the market dominance to act unilaterally. But mega firms don't have a monopoly on leadership.
Harvard Business Review
JULY 30, 2018
And big companies, like elephants, have long memories. Many long-timers can remember — and will happily detail in meetings — all of the “historical attempts [at innovation] that didn’t pan out – and it may just not have been the right time,” says Stacey Butler, director of innovation at NRG Energy.
Harvard Business Review
DECEMBER 22, 2015
They avoid getting trapped on a growth treadmill, chasing multiple market opportunities where they have no right to win. Instead, they are clear-minded about what they do best, developing a solid value proposition and building distinctive capabilities that will last for the long term.
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. To be clear, this tendency to focus on exploitation and not exploration may even be welcomed by some investors who value predictable short-term returns from reduced costs and investments, increasing dividends and share buybacks.
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