Harvard Business Review

JANUARY 13, 2014

In 1960, marketing legend Ted Levitt provided perhaps his seminal contribution to the Harvard Business Review : “ Marketing Myopia.” To avoid that, Levitt exhorted leaders to ask themselves the seemingly obvious question – “What business are you really in?” No, it’s to maximize shareholder value.

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Levitt Christensen Competitive Advantage Welch 11

Harvard Business Review

SEPTEMBER 24, 2013

The “jobs-to-be-done” theory articulates the gap between how producers view and market a product and how customers actually use it. Every time a customer buys a product, they are trying to do a job that brings some value to them – and not necessarily what the product says on the label. Xiaomi’s Challenge.

Marketing 8

Marketing B2B Levitt Disruptive Innovation 8

Harvard Business Review

OCTOBER 18, 2016

In 1960, Harvard professor Theodore Levitt published a landmark paper in Harvard Business Review that urged executives to adapt by asking themselves, “What business are we really in?” Union Pacific, the leading railroad company has a market capitalization of over $80 billion, about 60% more than Ford or GM.

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Company Levitt Succession Agility 8

Harvard Business Review

MAY 5, 2016

Stagnant growth in its core PC market recently led Intel to announce layoffs of roughly 12% of its workforce. The company will also eliminate a key chipset in the difficult tablet and smartphone market. That process was quickly fixed — and illuminated the pathology of valuing productivity metrics divorced from UX.

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Levitt Disaggregation Kaizen Call Center 8

Harvard Business Review

DECEMBER 28, 2010

A Harvard Business School marketing professor named John Deighton once came up with a vivid analogy to illustrate this and show why a business should sub-segment its customer base. Still, companies often make the mistake of developing products and features to appeal to the mean. There's no such thing as an average customer.

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Disaggregation Levitt Analysis Short-term 15

Harvard Business Review

JUNE 1, 2011

The story has a happy ending, though, at least for readers: Dickens went on to keep writing at an alarmingly productive rate, leaving us with some of the most compelling stories of the nineteenth century.). No, not World War II, but rather the introduction of the first mass market paperback. Shock absorbed.

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Levitt Mass Marketing Simon eBook 13

Harvard Business Review

MARCH 21, 2014

Decades ago, Harvard professor Theodore Levitt popularized the rationale behind why people buy quarter-inch drill bits: “People don’t want quarter-inch bits. Technology advancements are quickly outpacing traditional use cases, making the design and development of meaningful products harder than ever. They want quarter-inch holes.”

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Levitt Early Adopters Productivity Products 8

Harvard Business Review

OCTOBER 10, 2011

In their hit book Freakonomics, Steven Levitt and Stephen Dubner posit that real estate agents don't have the incentive to push for the highest sales price for homeowners. Levitt and Dubner bolster their claim by citing research that reveals when realtors sell their own homes, they remain on the market one week longer and sell for 3% more.

Real Estate 9

Real Estate Levitt Incentives Price 9

Harvard Business Review

JANUARY 7, 2015

Google now has expanded API-based access to Google Maps and several of its other products. APIs allow firms to expand into markets they may never have previously considered. Through APIs, IBM also hopes to create multiple ecosystems that allow it to access many new markets. APIs are the windows to new ecosystems.

Levitt 8

Levitt Real Estate Business Model Early Adopters 8

Harvard Business Review

NOVEMBER 18, 2015

Bower “ Disruptive Technologies: Catching the Wave ” introduced the idea of disruption to the mainstream market. Christensen’s research shows that disruption often starts at a market’s edges. Are they following a business model that looks unattractive to market leaders?

Disruptive Innovation 8

Disruptive Innovation Christensen Levitt Innovation 8

Harvard Business Review

JUNE 12, 2013

Her confession was blurted out in the midst of our first conversation about the new digital marketing strategy which we would eventually advise them on: "You know, I don''t think I believe in segmentation anymore." In others, marketers were still adamant that segmentation was the only way to go, but couldn''t explain its benefits.

Ramaswamy 8

Ramaswamy Levitt Prahalad Christensen 8

Harvard Business Review

MAY 19, 2015

Edison’s breakthrough was guided by a fundamental insight: any given product is only as powerful as the system in which it is deployed. You get the sense that there’s a broad, bold blueprint beyond any particular product or partnership that Musk is announcing right now. Will it be transformational?

Strategy 8

Strategy Levitt Energy System 8

Harvard Business Review

APRIL 26, 2016

.” You still see this Taylorite assumption that selling can be deduced to a series of behaviors in various areas: generic assessment tests, selling methodologies and “pitches” that allegedly apply across all sales situations, and chic “neuro-marketing” factoids about buying and selling. But a lot has changed.

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Education Levitt Retail Training 8

Harvard Business Review

APRIL 13, 2017

He noticed they were taking the excess pulp—normally a waste product–and putting it back into a special batch of juice for their personal consumption. The Explainer: Marketing Myopia. Theodore Levitt's classic theory -- in under two minutes. Related Video.

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Levitt Video Short-term Innovation 8

Joseph Lalonde

MARCH 14, 2018

Michael Levitt, CEO of BreakfastLeadership.com. Even if it’s walking to the local market for lunch, or parking further away in a parking lot. When you’re pouring every spare minute into growing your business, taking a break to visit the gym often feels counter-productive. John Jantsch of Duct Tape Marketing.

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Succession Self-aware Learning-by-Doing Follow-up 316

Harvard Business Review

AUGUST 22, 2016

Every year, a large majority of product launches fail. Regardless of which number is right, there is no doubt that a lot of time and energy go into marketing products that will no longer exist in a year. Therefore, he “encouraged executives to switch from a production orientation to a consumer orientation.”

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Levitt Marketing Transportation Industry 8

Harvard Business Review

MAY 6, 2014

Growth alternatives usually involve either launching new products or entering new markets, and these are activities where uncertainty is high. Briefly, the idea is this: Consumers don’t go to the store to buy products. Your product or service may be faster than your competitor’s. List at least 10 of them. Or cheaper.

Disruptive Innovation 10

Disruptive Innovation Levitt Innovation Tools 10

Strategy Driven

MARCH 30, 2011

Pricing is no longer a purely economic challenge to be addressed through studies of market elasticity. The most comprehensive pricing text on the market, Pricing Strategy highlights the stakeholder’s importance in making decisions, as well as key trade-offs to consider when choosing between opposing outcomes. Smith, PhD.

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Price Strategy Discount Levitt 50

Harvard Business Review

OCTOBER 3, 2011

This sort of behavior may appear outrageous, but I actually believe that the outlandish " fanboyism " inherent to the Apple experience is a well-designed piece of the product. The irrational behavior that Apple products provoke represents the piece of the product puzzle that only Apple has uncovered in the mobile-phone market.

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Levitt Succession Wireless Franchising 14

Harvard Business Review

MAY 11, 2017

That’s because most companies view their competition as another brand, product, or service. When I led marketing at MyFitnessPal and was asked about our competition, I think people always expected me to rattle off a list of other nutrition-tracking smartphone apps and weight-loss programs. The Explainer: Marketing Myopia.

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Levitt Real Estate PR Video 14

Harvard Business Review

JANUARY 26, 2015

State satisfaction mattered more than market disruption. Your most important customers may not be the people who buy your products but the ones who regulate your company and industry. With apologies to Ted Levitt , a new “Marketing Myopia 2.0” The unhappy innovation inference? ” has emerged.

Disruptive Innovation 8

Disruptive Innovation Levitt Tourism Incentives 8

N2Growth Blog

OCTOBER 7, 2010

Smart leaders spend more time on creativity than productivity.&# Steve Levitt - Author of Freakanomics and Super Freakanomics , Steve was superb. I love creative thinkers and her presentation focused like a laser beam on creativity of thought and approach.

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Blog Blue Ocean Strategy Collins Video 302

Harvard Business Review

MARCH 26, 2013

The party has been selling pretty much the same product for more than three decades now, while market conditions have changed. It's like the flailing companies in Ted Levitt's classic HBR article " Marketing Myopia " that err by thinking their job is to sell a product rather than satisfy a customer need.

Brand 8

Brand Productivity Products P&L 8