Globalization Related Topics 
In the CEO Afterlife
DECEMBER 21, 2011
They are global, they are successful and they have become the quintessential icons of pop music. As for the executives who run Fender and Gibson, I’ll give them this: These folks are the luckiest global brand marketers on the planet. King live on. I'm a Fender guy but I've always secretly yearned for a '59 Les Paul.
In the CEO Afterlife
JUNE 20, 2013
” Deciding to become a global corporation, to diversify, or to increase sales by x dollars per annum is not strategy. Booz & Company’s survey of 3,500 global leaders, including 550 CEOs and 325 other C-suite executives report a serious lack of cohesion within their organizations. Such aspirations are goals or objectives.
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In the CEO Afterlife
APRIL 9, 2018
More importantly, the rise of Amazon and the decline of bookstores has sent the conventional global publishing industry into a financial tail spin. Look at it this way: publishers would rather release the next John Grisham legal thriller than take on an unknown author.
In the CEO Afterlife
APRIL 17, 2011
Here’s a rather fascinating little anecdote about a very famous global brand, Toblerone. The Genius behind Toblerone. by John • April 18, 2011 • Branding , Marketing • 0 Comments. Everyone likes to hear a ‘tale out of school’ or a bit of ‘inside information’.
In the CEO Afterlife
JUNE 4, 2013
Locally and globally, maintaining resiliency of a beer brand is as exciting as it is challenging. Many years ago, I had the opportunity to work for InterBrew (now AB-InBev) in a strategic consulting capacity. But once your brand is on the outs with the prime target group, cardiac arrest sets in.
In the CEO Afterlife
JANUARY 14, 2012
I could talk about their brands, their global clout, their sales growth or their stock market value. The mystical factor that distinguishes P&G from everyone else is people. From 1837 to the present, P&G people have been the company’s sustainable success factor.
In the CEO Afterlife
MAY 22, 2013
The Conference Board suggests that the pressure of serving as the CEO of a large company in an increasingly competitive global marketplace has resulted in more voluntarily shorter tenures, implying that CEOs are leaving on their own terms after fewer years on the job. This is a case of “jump” before you are “pushed.”.
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