In the CEO Afterlife

MARCH 26, 2012

For brands that are not first-in, conventional wisdom suggests creating a better product than the leader. However, the energy drink category is not about product differentiation. An entire chapter is spent on avoiding the urge to “line extend” versus creating unique new products. ounce size. Works for them.

Reis 240

Reis Brand Apparel Energy 240

In the CEO Afterlife

MARCH 21, 2016

In-N-Out Burger keeps it simple in order to deliver a great product, quickly. They have to do more (and do it better) because the secret to success in this business is a wide array of products and packages in countless shapes, sizes, and flavors at costs substantially below branded competitors.

Company 145

Company Brand Competitive Advantage Retail 145

In the CEO Afterlife

SEPTEMBER 25, 2015

Other than reducing costs and fattening stock prices, M & A’s have done nothing to strengthen the strategic health of the acquirer or the acquiree. German production is expensive. With Mercedes giving up the German-produced asset, Porsche’s “made in Germany” claim is stronger, facilitating premium pricing to Mercedes.

Brand 100

Brand Competitive Advantage Fashion Price 100

In the CEO Afterlife

JANUARY 22, 2012

When I was on the ‘hot seat’ and in the line of fire as a CEO, I constantly dealt with pressing day-to-day issues such as bringing in the quarter, forecasting erratic commodity markets, reacting to predatory pricing, and stressing over sales shortfalls and excess inventory. Squeaky wheels get the grease.

Strategy 196

Strategy Short-term Constraint Strategic Planning 196

In the CEO Afterlife

APRIL 17, 2011

The brand’s premium price and premium margin has generated hundreds of million profit dollars for its shareholders. In the late 80′s, a merger with Tobler-Suchard brought this wonderful brand into my product portfolio when I led Jacobs Suchard Canada (Nabob Foods).

CEO 204

CEO Brand Brand Management Human Resources 204

In the CEO Afterlife

APRIL 23, 2012

Your success or failure can be quantified by such measurements as market share, financial ratios, brand awareness, new products and deadlines. But don’t be so obsessed with them that you allow yourself to be drawn into an emotional price war. Live a culture of innovation. Nobody wants to compete in a financial spitting contest.

Power 208

Power Sports Competitive Advantage Advertising 208

In the CEO Afterlife

NOVEMBER 13, 2011

His Product is entertainment. His price is whatever the customer chooses to pay. Worth 50 cents? Sure it is. This entrepreneur must be the wealthiest panhandler in Santa Barbara. He’s making a living by following the 4 P’s of Marketing. As for his Place of business?

Merchandising 162

Merchandising Entrepreneur Audience Creativity 162

In the CEO Afterlife

NOVEMBER 13, 2011

His Product is entertainment. His price is whatever the customer chooses to pay. Worth 50 cents? Sure it is. This entrepreneur must be the wealthiest panhandler in Santa Barbara. He’s making a living by following the 4 P’s of Marketing. As for his Place of business?

Brand 245

Brand Merchandising Entrepreneur Audience 245

In the CEO Afterlife

AUGUST 29, 2011

Regulators now worry that declining seed competition may lead to price increases on foods that every American family consumes. billion in sales) provides huge economies of scale throughout the operation, especially in production, fixed overheads, distribution and marketing. Their size ($49.2 This is a tremendous competitive advantage.

Strategy 131

Strategy CEO Company Competitive Advantage 131

In the CEO Afterlife

DECEMBER 29, 2013

There’s more: a marketer’s product or service better deliver on the promise. HR’s product is the corporation’s human resource , the people required to build the product, produce it, sell it, ship it, invoice it and service it. Wal-Mart promises low prices, every day. If it doesn’t, great marketing cannot exist.

Marketing 173

Marketing Human Capital Human Resources Brand 173

In the CEO Afterlife

JUNE 6, 2011

But, compared to last November, the share price is up by 30%. But I hate seeing Starbucks surrender ‘brand specificity’ in order to add a bunch of non-coffee products to their roster for the sake of bigness. Specialists focus on one product, one benefit, and one message. This bigness is bad business.

Ries 122

Ries Brand Hammer Marketing Strategy 122

In the CEO Afterlife

APRIL 22, 2015

This company is constantly searching for revolutionary new products and services. Nestlé turned to product innovation to fulfill the convenience needs of coffee lovers. When Should You Revamp Products and Services? Target decided to “change for Canada” with a much different product assortment, and higher prices.

Brand 100

Brand Core Competence Retail Advertising 100

In the CEO Afterlife

AUGUST 15, 2011

And in my view, the cosmetics industry has set the brand marketing standard for all the other consumer product and service categories. Indeed, it makes sense that any industry whose cost of production is a single digit on the sales dollar ought to know how to add value. But to do it well.

Class 122

Class Marketing CEO Advertising 122

In the CEO Afterlife

JUNE 19, 2011

As a young Brand Manager, I pounced on consumer insecurities, pumping products that solved bad breath, armpit odor, yellow teeth and bad skin. They know we can well afford their products. Give us the ways and means and you will have a loyal customer keen to pay premium prices for your products and services. But please.

Advice 147

Advice Marketing Marketing Strategy Brand 147

In the CEO Afterlife

JUNE 10, 2015

If these opportunities lead to a better bottom line and a corresponding stock price hike (even in the short-term), they must be good. This creates frantic searches by leaders and managers for any and every opportunity that might yield a new source of revenue and profit. . or so the saying goes. Strategy is Constraining. Intentionally So.

Strategy 100

Strategy Critical Success Factor McKinsey Retail 100