In the CEO Afterlife

FEBRUARY 20, 2015

Jacobs Suchard Directors expected me to run their North American operation as an entrepreneurial enterprise, and as long as the returns were favorable, they assumed I was doing just that. When the founders are gone, the culture baton is passed down a long line of chief executives. I wasn’t surprised in the least. Others do not.

Long-term 100

Long-term Download CEO Objective 100

In the CEO Afterlife

JANUARY 28, 2013

By the 21 st century, it became clear that concentrating on one category (cereal) would not deliver the long-term returns demanded by shareholders. This good work established Special K as the quintessential healthy, nutritious breakfast brand within the company’s portfolio. Kellogg’s decided to diversify.

Brand 227

Brand Advertising Marketing Long-term 227

In the CEO Afterlife

NOVEMBER 30, 2011

Sustaining high growth over the long haul isn’t easy. Leaders who suffer the tough days of turnarounds and manage to resurrect a business are the ones who think about momentum in strategic terms. Winners are suddenly losers. Look at Kodak, Blockbuster, Borders , and Nortel. Each rode the wave of success, only to come crashing down.

CEO 242

CEO Company Rogers Human Resources 242

In the CEO Afterlife

OCTOBER 11, 2011

Over the medium and long term, we measured and rewarded equity growth by: Articulating the sales/share/margin formulae and measuring annually. We settled on brand sales, market share and margin.

Brand 253

Brand CEO P&L Brand Management 253

In the CEO Afterlife

MARCH 1, 2016

After buckets of red ink and much soul searching, our young management team came to terms with the fact that Nabob could not survive as a ‘generalist’ against multi-nationals twenty times its size. What I did not share was the corporate strategy that resurrected this near bankrupt multi-product, multi-brand company.

Brand 100

Brand Competitive Advantage Marketing Strategy CEO 100

In the CEO Afterlife

FEBRUARY 5, 2011

But in the long term, cost-cutting does not build brand equity. Is it any wonder private labels exploit the weaknesses of the neglected brand-names? Lower costs can offset store-brand gains when the savings are passed on to consumers. CEOs must recognize that their own personal attention holds the key to the continued earnings stream.

Magazine 100

Magazine Brand Article Marketing 100

In the CEO Afterlife

MARCH 21, 2011

Call it a hiccup or a long-term slump; every brand faces a crisis. Not long ago, the entire world watched BP and inept CEO Tony Hayward make blunder after blunder while their crude killed. Other than the long-overdue removal ofHayward, (who publicly said he wanted his life back), the company has failed to restore its image.

Brand 140

Brand CEO Long-term Crisis 140

In the CEO Afterlife

MARCH 7, 2015

Long payables. ‘End of the month’ is long term. ‘End of the day’ is short term. Abundance of consultants. Too many projects, too many priorities. Autonomy is distant history. Chasing the receivables. . Hours of work are increasing. Too many meetings. No one arrives on time. Finger pointing.

Absenteeism 100

Absenteeism Short-term Long-term Strategic Planning 100

In the CEO Afterlife

APRIL 30, 2014

Call it a hiccup or a long-term slump; large or small, every brand faces a crisis.

Crisis 188

Crisis Crisis Management Brand Advertising 188

In the CEO Afterlife

JUNE 8, 2016

Not long after, you took aim at the coffee bean itself, ruling out the seeds that didn’t quite fit your strict flavour and aroma standards. It wasn’t long before the competition matched Nabob’s vacuum pack, says Bell. That’s when the brand shifted its strategy, once again, and developed the long-standing “Better Beans.

Brand 100

Brand Brand Management Advertising Management 100

In the CEO Afterlife

NOVEMBER 2, 2014

Essential to leadership presence at the top are several elements of substance that make for success over the long haul. This means skillfully executing strategies that propel companies to superb fiscal performance over the long term. The pertinent point is that charisma is but one factor contributing to presence. So I ask you.

Leadership Styles 238

Leadership Styles Leadership Human Resources Charisma 238

In the CEO Afterlife

NOVEMBER 2, 2014

Essential to leadership presence at the top are several elements of substance that make for success over the long haul. This means skillfully executing strategies that propel companies to superb fiscal performance over the long term. The pertinent point is that charisma is but one factor contributing to presence. So I ask you.

Leadership Styles 229

Leadership Styles Leadership Charisma Human Resources 229