In the CEO Afterlife
APRIL 5, 2016
Companies say they want to be customer-centric, to be innovative, to produce outstanding products and services, to be environmentally responsible, to be socially responsible, and so on. Bean , the idea of selling really good merchandise at a reasonable profit and treating customers like human beings is worth the effort.
Strategy Driven
DECEMBER 10, 2021
A good example would be clothing brands hosting giveaway contests before launching their clothing line by asking the participants to share their social media handles, create innovative content relevant to the product, or through quizzes. This trick commercializes the event and helps retain customers in the long run.
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Great Leadership By Dan
JANUARY 20, 2012
Incidentally, Costco employees sell twice as much merchandise per square foot of retail space as their nearest competitor – Sam’s Club! In our book, Moral Intelligence 2.0 , we define moral intelligence as our mental capacity to apply universal human principles to our personal values, goals, and actions.
Strategy Driven
MAY 10, 2019
The goal of an omnichannel strategy is to create a seamless experience as customers interact with the company at different stages of the customer journey. The main goal of an omnichannel strategy should be to positively influence the perception of the customers about your brand or services. What Exactly Is an Omnichannel Strategy?
Harvard Business Review
FEBRUARY 15, 2012
Given the unrelenting pace of change surrounding organizations in virtually every industry, companies are looking for executives who know how to innovate and introduce change, not simply caretakers who can manage the status quo. Senior management doesn't really encourage innovation, you'll hear. They won't let me take risks."
Harvard Business Review
JULY 11, 2013
Any promising new initiative — a stand-alone business venture or an innovation in an established organization — hits roadblocks and unexpected obstacles. Recently I''ve advised entrepreneurs and innovators about a different, seemingly better, dilemma: pop-up opportunities that look like short cuts to success.
Harvard Business Review
OCTOBER 6, 2014
Private label (retail-branded merchandise) has been growing for years – since Sainsbury and Marks & Spencer invented it over 100 years ago – increasing in quality and forcing down brand premiums. So with such a track record of strategic innovation, why has Tesco been blindsided by the hard discounters like Germany’s Aldi and Lidl?
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