Crisis Management Management Products Retail 
N2Growth Blog
AUGUST 30, 2016
With this kind of market penetration and mammoth customer need, a firm can name its price for its product – and, there’s not much a person in need of the lifesaving drug can do about it. And against that, manufacturing the product, distributing the product, enhancing the product, investing.”
In the CEO Afterlife
DECEMBER 11, 2012
My educated guess says that P&G and Unilever top management knew nothing of the conspiracy until the regulators came knocking. In their minds, they weren’t gouging the consumer; they were simply ensuring their products garnered a fair price. Behind this logic is a basic business issue. Now imagine how their rivals feel about that.
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In the CEO Afterlife
DECEMBER 11, 2012
My educated guess says that P&G and Unilever top management knew nothing of the conspiracy until the regulators came knocking. In their minds, they weren’t gouging the consumer; they were simply ensuring their products garnered a fair price. Behind this logic is a basic business issue. Now imagine how their rivals feel about that.
N2Growth Blog
JUNE 14, 2010
So, in today’s post I’ll examine the power of disruption as a key business driver… Disruptive business models focus on creating, disintermediating, refining, reengineering or optimizing a product/service, role/function/practice, category, market, sector, or industry. Why didn’t IBM see Dell coming?
Strategy Driven
OCTOBER 25, 2013
Crisis management is so much more than handling of the media. We therefore mounted a full-scope crisis management initiative that focused heavily on after-the-crisis help for the victims and their families. There are three aspects to Crisis Management and Preparedness. Thinking Through the Strategies.
Strategy Driven
OCTOBER 11, 2013
Business shift from the retail dealer customer service mentality of Firestone shifted to a high-production tire operation. Not only was this a shift in company focus and customer orientation, but it put high-volume tire production and sales as the only priorities. Retail stores are about more than just storefront locations.
Harvard Business Review
NOVEMBER 11, 2015
The New Jersey-based children’s clothing retailer had increased its profits by 5%, and Laura had gathered everyone at headquarters for a champagne toast. The fall line, which typically accounted for 80% of T&T’s revenue, was scheduled to go into production in two weeks. The Dhaka factory had manufactured those products.
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