In the CEO Afterlife

APRIL 23, 2012

The companies that employed me were generally the underdogs in battles against bigger, better-financed organizations. For most of my career, I operated within intensely competitive arenas where fractions of market share points were worth millions of dollars. Against mounting odds, we did more than survive. We thrived.

Power 208

Power Sports Competitive Advantage Advertising 208

In the CEO Afterlife

DECEMBER 11, 2011

While they have NFP status, they are a large organization so the finance picture is significant. Thanks John, I have a client who are not exactly in a turn-around situation – at least they don’t think so – but they do need make a load of substantive changes. Your points make great sense. Leave a Reply Cancel reply.

CEO 201

CEO Advertising Franchising Brand 201

In the CEO Afterlife

SEPTEMBER 6, 2011

The advice proved excellent, and for the rest of my days in the corner office I was joined at the hip with an outstanding finance executive who is now the CFO of Lindt & Sprüngli , the world’s leading chocolatier.

CEO 162

CEO CFO Human Resources Real Estate 162

In the CEO Afterlife

APRIL 13, 2016

By any comparison, my brands were under-financed. Frankly, I had no choice, because I’d worked for small to medium-sized companies competing against giants the likes of Nestle, Kraft, and Procter & Gamble. But, they sure as hell weren’t neglected. . You don’t need deep pockets.

Marketing 100

Marketing Brand Franchising Media 100

In the CEO Afterlife

JUNE 8, 2016

It made sense, because we looked at the competition as our well-financed enemy, and so there was no way we could win at the spending war,” says Bell. “So The brand also went on to win industry accolades such as the BCAMA’s Marketer of the Year award in 1981. “We We were big believers in creativity and we had a culture of big ideas.

Brand 100

Brand Brand Management Advertising Management 100