In the CEO Afterlife

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Differentiation’s Arch Enemy: Price

In the CEO Afterlife

In the heat of battle, there is a hell of an incentive to discount products for easy market share, even by the most disciplined of marketers. The natural competitive reaction is to join the discount fray and recover lost market share. Now imagine how their rivals feel about that.

Price 162
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Why Price Fixing Continues

In the CEO Afterlife

In the heat of battle, there is a hell of an incentive to discount products for easy market share, even by the most disciplined of marketers. The natural competitive reaction is to join the discount fray and recover lost market share. Now imagine how their rivals feel about that.

Price 148
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Who is the 21st Century CEO?

In the CEO Afterlife

To be unaware of, or to discount changing environments would be a leadership mistake. Great CEOs will deal with the challenges of these ever-changing environments and continue to lead the march forward with compelling visions, insightful strategies and flawless execution.

CEO 242
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Does a Mentor have to Breathe?

In the CEO Afterlife

By all means interact with a live mentor, but do not discount the value of a disciplined approach to life-long learning from indirect experts. And sure enough, bright folks such as Gary Hamel, C. Prahalad and Henry Mintzberg joined me as silent colleagues. A Mentor Doesn’t Have to be a Person.

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The Best Things in Business are Free

In the CEO Afterlife

I’m not referring to a bunch of “buy one get one free” promotions or deep discount sales events. Almost a century later, the best things in life continue to be free. The same can be said of business. I’m getting at the elements of business that drive superior performance at no extra cost. For a moment, take a deep breath.

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Is Business a Combination of Sport and War?

In the CEO Afterlife

The tactic that works best to defend or build share in the short term is price cuts or special discounts. The 100% boundary can get crowded and those obsessed with winning or defending their territory often resort to non-strategic tactics. Be forewarned, this tactic destroys profits. The new economy doesn’t operate that way.

Sports 228
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The Bull who withstood the Monster

In the CEO Afterlife

Monster entered the market after Red Bull, discounted their product, proliferated the hell out of the brand, and committed a boatload of sins that would give marketing pundits Al Reis and Jack Trout migraine headaches.

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