Harvard Business Review

JUNE 3, 2013

The logic here is that without the price-match guarantee, the retailer was going to lose the sale, so sales gained by this policy are incremental revenue (which results in gross profit as long as the price at least covers merchandise cost). To prosper, physical stores have to change their merchandise selection. Marketing'

Price 8

Price Merchandising Retail Discount 8

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?

Retail 9

Retail Merchandising Discount Price 9

Harvard Business Review

OCTOBER 24, 2013

In the words of its executive vice-president and chief merchandising and marketing officer, “This is really the year of localization.”. To protect their advantage, forward-thinking national chains are combining their brand recognition and market penetration with a local approach.

Retail 8

Retail Merchandising Market Penetration Brand 8

Harvard Business Review

OCTOBER 17, 2018

At the industry level they include (a) the extent of AI diffusion in economies; (b) the build-up of corporate profit; and (c) labor market dynamics. It took several decades for steam to drive the rollout of railways services and create a large market of exchanges in the United States. Why do laggards not jump into AI?

GDP 9

GDP McKinsey Long-term Technology 9

Harvard Business Review

APRIL 11, 2013

At a time when marketers are ravenous for customer intelligence, Johnson seemed to be indifferent. Harry Gordon Selfridge, who founded the eponymous London-based retailer, did the unthinkable when he opened his first store in 1909, taking merchandise out from behind the counters so that customers could actually touch it. Hubris, right?

Merchandising 8

Merchandising Retail Gordon Price 8

Harvard Business Review

NOVEMBER 15, 2017

Pioneers of new business models, such as Alibaba and Amazon, are launching innovations in rapid succession, such as voice ordering and real-time pricing, while simultaneously building scale and driving down costs. Danita Delimont/Getty Images. Few industries are being disrupted as drastically as the retail industry.

Retail 9

Retail Chief Executive Officer Supply Chain Operations 9

Harvard Business Review

MAY 30, 2014

If a company’s leaders understand the capabilities that define its unique identity, they’ll make smarter decisions about what businesses to buy and sell, what markets to enter and exit, what to prioritize in new product development, how to manage costs, where to invest, and all the other choices that are inherent in sustaining a great company.

Company 8

Company Supply Chain Airlines Health Care 8

Harvard Business Review

JANUARY 3, 2011

Companies that demonstrate strategic coherence — think Wal-Mart and Coca-Cola — earn a market premium in terms of higher earnings and greater shareholder value. Start from the opposite direction: Find an attractive market that values what you do best! There's no doubt about it; numbers don't lie.

Strategy 15

Strategy Fixed Assets Competitive Advantage Long-term 15

Harvard Business Review

DECEMBER 10, 2012

Acquisitions always get a lot of senior management attention and, for those who want it, there is no shortage of outside advice, including a lot in the management literature. GE's expertise at building and marketing engineered products is legendary, but media and entertainment call for different skills. And it's a shame.

Due Diligence 15

Due Diligence EBITDA Health Care Gordon 15

Harvard Business Review

MAY 23, 2012

Some Amazonians try to reduce out-of-stock merchandise. Gathering Type 2 feedback lets you take a fundamental look at whether your repeatable model remains competitive and whether there are discontinuities in the market that could undermine it. When the percentage of management time gets to 25, beware.

Merchandising 13

Merchandising Metrics Restructuring Library 13

Harvard Business Review

AUGUST 28, 2014

A recent article in The Economist , citing the work of Ryan Raffaelli at Harvard Business School, points to what it calls a “paradox” in the aftermath of disruptive innovation. Today, the company does roughly $50 million in total sales, with the home market accounting for over 80% of them. billion in merchandise.

Disruptive Innovation 8

Disruptive Innovation Supply Chain Technology Parcell 8

Harvard Business Review

MAY 5, 2016

Aggravated and depressed by the decline of their core memory business in the 1980s, Intel’s top management struggled for strategic clarity. Stagnant growth in its core PC market recently led Intel to announce layoffs of roughly 12% of its workforce. But the past is merely a prologue.

Levitt 8

Levitt Disaggregation Kaizen Call Center 8

Harvard Business Review

JULY 21, 2017

To embrace this market shift, retailers will need to experiment with a range of technologies and strategies across marketing, supply chain, and merchandising. In the future, smart inventory management and supply chain analytics can fix this.

Retail 8

Retail Supply Chain Merchandising Brand 8

Harvard Business Review

JANUARY 19, 2018

A sound economy, a booming stock market, and huge business tax cuts, the story goes, have convinced CEOs of companies flush with cash to distribute some of it to front-line employees. There are no public shareholders clamoring for higher dividends, no hedge funds gorging on management fees. to $15 per hour.

Definition 8

Definition Company Succession Airlines 8

Harvard Business Review

OCTOBER 17, 2013

In other words, the focus understandably centers on measurably improving the perceived core competence—selling better, manufacturing better, marketing better, hiring even better talent, cutting costs better. FedEx’s competencies in digital and transportational networks are its innovation platforms.

Core Competence 8

Core Competence Prahalad Supply Chain Hamel 8

Harvard Business Review

JANUARY 27, 2017

At some of the world’s most successful enterprises — Google, Netflix, Amazon, Alibaba, Facebook — autonomous algorithms, not talented managers, increasingly get the last word. Elite MBAs (Management by Algorithm) are the new normal. Top management would have to trust its computationally brilliant bidding software.

Outsourcing 8

Outsourcing Software CAPEX Competitive Advantage 8

Harvard Business Review

AUGUST 11, 2015

Mauro Porcini is PepsiCo’s Chief Design Officer—the first to hold the position—where he oversees design-led innovation across all the company’s brands under CEO Indra Nooyi. That’s where our work is really about innovation. I strongly believe that design and innovation are exactly the same thing.

Organization 8

Organization Brand Six Sigma Innovation 8

Harvard Business Review

MAY 22, 2013

If your company is already well established and has smart management, it is likely that it will become a hybrid in the next ten years, blending its legacy business with a new business model that is rising to threaten it. Merchandise ordered online can now be drop-shipped for same-day pickup at local stores. Take Walmart, for example.

Business Model 8

Business Model Merchandising Course Education 8

Harvard Business Review

FEBRUARY 28, 2011

Everyone says they are in favor of open innovation and co-creation. It turns "market research" into a far more dynamic and creative process. If they have a design or marketing background, all the better. for Edelman and was the management columnist for the Financial Times for four years prior to that. Where to start?

Workshop 15

Workshop Creativity Merchandising Airlines 15

Harvard Business Review

MAY 9, 2014

“Retailers are all using scanner data to track what happened at the point of sale ,” says Sam Hui, an associate professor of marketing at NYU’s Stern School of Business. ” Lezon, along with Alex and Ani’s head of merchandising and head of sales operations, used the data to inform product placement.

Retail 10

Retail Chief Technology Officer Technology Merchandising 10

Harvard Business Review

SEPTEMBER 4, 2015

Innovation is widely regarded as important to long-term business performance. We’ve found that CEOs of big pharmaceutical companies, for example, are more likely to have a background as company lawyers, salespeople, or finance managers, than one in medicine or pharmaceutical R&D.

CEO 8

CEO Innovation Pharmaceuticals Merchandising 8

Harvard Business Review

JUNE 23, 2015

Here at Machine Shop , the wholly owned innovation company of the alternative rock band Linkin Park, we identified the need to think differently years ago. For more than a decade, Linkin Park and Machine Shop enjoyed success and continued to innovate. of course). Photo by Lorenzo Errico. Enter Harvard Business School.

Business Model 8

Business Model Merchandising Restructuring Fashion 8

Harvard Business Review

NOVEMBER 27, 2018

Data science can enable wholly new and innovative capabilities that can completely differentiate a company. But those innovative capabilities aren’t so much designed or envisioned as they are discovered and revealed through curiosity-driven tinkering by the data scientists. ” a marketer might ask.

Learning-by-Doing 8

Learning-by-Doing Engineering Metrics Cost 8

In the CEO Afterlife

NOVEMBER 4, 2012

As fast as we could pin an idea on the wall, some red-faced account manager in a bad suit would run away with it. But even artists have to eat, and the fuel of commerce and industry is innovation and novelty. Economically I probably helped shift some merchandise. Let’s trade. Will work for food!” as the street-beggars sign says.

Advertising 265

Advertising Creativity Industry Bottom-up 265

Harvard Business Review

DECEMBER 15, 2010

They make a deliberate choice about their "way to play" in the market, guided primarily by what those companies do uniquely well: their distinctive capabilities. Most important, they avoid markets, products or services that require new or disparate capabilities, and thus threaten the company's focus. Let's take a closer look.

Succession 15

Succession Retail Merchandising Supply Chain 15

Harvard Business Review

MARCH 23, 2015

Between ticket sales, sponsorships, merchandising, and media rights, Price Waterhouse Coopers estimates global sports revenues will grow to total roughly $145 billion. We have a global audience that has an unending thirst for mobile content, and a sophisticated CRM database that allows us to be a state-of-the-art marketing operation.

Price 8

Price Team Sports Franchising 8

Harvard Business Review

MARCH 8, 2011

All too soon, however, the demands of managing the near-term business take over. If you can reinforce that focus in every decision you make — from mergers & acquisitions to new product launch to budgeting or cutting costs — it can help you win market share, generate sustainable growth, or even turn around a decline.

Merchandising 14

Merchandising Budgeting Pharmaceuticals CEO 14

Harvard Business Review

DECEMBER 18, 2017

In the age before the digital revolution, marketers used to tell customers about a product and then work through a traditional step-by-step purchase funnel. With over 500 million dedicated fans, it also happens to be one of the most innovative franchises when it comes to fan engagement. In sports, every second matters.

Sports 8

Sports Brand Content Industry 8

Harvard Business Review

FEBRUARY 8, 2013

Business units come and go, but finance, HR, IT, marketing, legal, and R&D are forever. Similarly, Amazon doesn't succeed because its people apply broad marketing expertise. Imagine trying to use the objective of being "innovative" as a criterion for the multitude of investments a company must make around product launches and R&D.

Supply Chain 8

Supply Chain Real Estate Short-term Merchandising 8

Harvard Business Review

MARCH 12, 2014

Customer tracking data is typically sent to the location analytics vendor where it is analyzed and accessed via online dashboards that provide actionable data tailored to the needs of specific employees — from the store manager to the executive C-suite. Marketing. We are in the Age of the Customer.

Retail 8

Retail Customer Intimacy Apparel Wireless 8

Harvard Business Review

FEBRUARY 3, 2015

And the merchandising vice president had difficulty understanding why “product” was one of the categories we were discussing. Each of these executives offered plenty of ideas when the discussion turned to promotions, social media tactics, and marketing messages. I was stunned.

Brand 8

Brand Reis Objective Merchandising 8

Harvard Business Review

JUNE 26, 2017

Rarely do people point to encouraging employees to disagree with their managers, as Amazon does, or firing top performers, as Jack Welch did at GE. And your sales and marketing departments aren’t working at cross-purposes, each with its own view of what success looks like.

Brand 8

Brand Company Operations Merchandising 8

Harvard Business Review

JANUARY 29, 2014

But how should sophisticated marketers and merchandisers use them? Does it make more marketing sense encouraging African-American female customers to become more social media savvy? to innovatively, cost-effectively and profitably segment/discriminate their customers and clients. Customers Innovation Technology'

Merchandising 9

Merchandising Media Price Cost 9

Harvard Business Review

JANUARY 30, 2012

The first revolution came around the turn of the twentieth century, when the brothers took management roles in the tea-store chain run by their father, George H. This was the era of scientific management, when experts like Frederick Winslow Taylor kept busy measuring factory workers' every motion with the aim of improving productivity.

P&L 14

P&L Retail Real Estate Discount 14

Harvard Business Review

MAY 3, 2018

These gold coasts are home to nine of the top 10, and 18 of the top 20, internet companies, as measured by market capitalization. and China that were able to take advantage of large domestic markets to achieve scale and to surround themselves with rich ecosystems of startups, suppliers, complements, and customers.

Company 8

Company Venture Capitalist GDP Retail 8

Harvard Business Review

NOVEMBER 19, 2018

They’re more productive , more profitable , more innovative , and they pay better. “How long does it take for her to interact with a market that isn’t nearly monopolized?” Walmart went from a 3% share of the general merchandise retail market in 1982 to over 50% today. Andrew Brookes/Getty Images.

Software 8

Software Company Competitive Advantage Henderson 8