In the CEO Afterlife

MARCH 26, 2012

My original premise for this blog was to share a variety of leadership and branding principles with the current generation of business leaders. For brands that are not first-in, conventional wisdom suggests creating a better product than the leader. However, the energy drink category is not about product differentiation.

Reis 240

Reis Brand Apparel Energy 240

Harvard Business Review

DECEMBER 20, 2011

Coca-Cola was not alone in facing increasing costs in 2011; one of my clients, Kimberly-Clark, took an earnings hit from record pulp prices. These companies are notable victims of a new reality: resources are constrained and input prices are fundamentally rising. for " every manufacturer, component, and process in apparel production."

Supply Chain 15

Supply Chain Apparel P&L Long-term 15

Harvard Business Review

NOVEMBER 6, 2012

Articulate the larger purpose the enterprise serves, and become known for the idea, not just specific products currently offered. Artisans' cooperatives help market products from diverse artists. Together, it's easier to get attention, bargain for better prices, and find information. Build collective clout.

Entrepreneur 15

Entrepreneur Cooper Apparel Bureaucracy 15

Harvard Business Review

JUNE 8, 2018

This principle has always been a priority for the leadership team at Vineyard Vines and it is still top of mind today. Like many competitors in the apparel industry, Vineyard Vines has kept their operations lean in order to preserve operating margins.

Retail 8

Retail Apparel Engineering Audience 8

Harvard Business Review

DECEMBER 17, 2014

One is to mathematically derive the growth expectations baked into your stock price and set the target to reach those expectations (if you’re only concerned with maintaining share price) or to exceed them (if you want to see a stock price rise). Calculating organic growth.

Innovation 8

Innovation Company Venture Capitalist Business Model 8

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. This can be quantified by analyzing the extent to which the share prices of S&P 500 firms are driven by a firm’s present value of future growth options (PVGO) rather than cash flow from current operations.

Company 8

Company Succession Maturity Long-term 8

Harvard Business Review

FEBRUARY 27, 2017

Meanwhile, business was free to focus on generating growth, productivity, innovation, and, ultimately, societal wealth. Toward a New Leadership Agenda. Software, sensors, and analytics are shifting value creation from stand-alone products to combinations of products and services. Essential background. Related Video.

Globalization 8

Globalization Supply Chain Human Capital Long-term 8