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Business Model Generation : Blog | Executive Coaching | CO2 Partners

CO2

RSS Feed Schedule a Call Free E-Book Assessment Test Coffee Schedule Coaching Lunch About Us CO2 Story Our Approach Our Successes Our Executive Coaches Gary B. It seems that they are adapting their work from Micheal Porters 5 forces. These are: Customer Segments – An organization serves one or several customer segments.

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What Makes Six Disciplines for Excellence A Different Kind Of Business Book

Six Disciplines

“Here’s what differentiates this book: it bridges concept and principles to execution.” ” (Sam Decker, Decker Marketing). “Full of incredibly useful tools and charts -- all about how small businesses execute strategy.” ” (David Daniels, Business & Technology Reinvention).

CTO 101
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How to Actually Put Your Marketing Data to Use

Harvard Business Review

In most companies, marketers are in charge of assessing the competition. Because of this, close to 60 percent of all competitive intelligence professionals report to marketing. Yet the majority of marketers fail to use their competition analysts strategically, instead using them to gather more “recon” data.

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The Marketing of a President

Harvard Business Review

The way in which we market presidents is broken, much like the way that we traditionally market businesses is broken. I say "market" presidents rather than "select" them because the way in which an organization commits to market its products and services can substantially determine the quality of the product it produces and sells.

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What Is Strategy, Again?

Harvard Business Review

It was this received opinion Michael Porter was questioning when, in 1979, he mapped out four additional competitive forces in “ How Competitive Forces Shape Strategy.” In “ What Is Strategy ,” Porter argues against a bevy of alternate views, both old and then new, that were circulating in the intervening years.

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What We Know, Now, About the Internet’s Disruptive Power

Harvard Business Review

That wasn’t as magical as it might seem, he argued in the 1979 piece, since the required technologies already existed in some form or other. First among these were BCG executives Philip Evans and Thomas Wurster, writing some 18 years after Bell’s article in the seminal “Strategy and the New Economics of Information.”

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The Best Companies Know How to Balance Strategy and Purpose

Harvard Business Review

Before the iPhone was introduced, in 2007, Nokia was the dominant mobile phone maker with a clearly stated purpose — “Connecting people” — and an aggressive strategy for sustaining market dominance. Nokia was so immersed in executing its strategy that it lost sight of its purpose. Insight Center.