Harvard Business Review

JULY 16, 2013

It starts with a focus on skills. Although many boards continue to select new members from their own networks, our research suggests that more are beginning to implement objective processes to select members based on the skills and attributes that boards need to be effective. In our survey, we also asked about specific skills.

Telecommunications 8

Telecommunications Biotechnology Health Care Real Estate 8

Harvard Business Review

JANUARY 28, 2014

Henry Ford understood this, paying the workers at Ford more than their counterparts at other industrial companies, reasoning that helping to expand the new middle class was a way to expand the market for Ford’s product. Action could take the form of supporting worker skills training in broader communities. Take an Interest.

Golden Parachute 12

Golden Parachute Apparel Trends Short-term 12

Harvard Business Review

JUNE 22, 2012

Many chase market share they'll never get. A lot of companies throw money at the problem — more R&D, more marketing, more sales people. My experience suggests that growing organically is a skill companies can develop, not an advantage they temporarily gain as a result of a hot product or successful business model.

Retail 11

Retail Long-term Short-term Apparel 11

Harvard Business Review

FEBRUARY 27, 2017

In emerging markets, billions of people have moved out of extreme poverty. While the last wave of globalization centered on accessing foreign markets and creating low-cost global supply chains, the next wave could follow a very different pattern. “Strategies for Two-Sided Markets” 3. These are the seven areas: 1.

Globalization 8

Globalization Supply Chain Human Capital Long-term 8

Harvard Business Review

AUGUST 14, 2015

Reflecting this broader viewpoint, the company began to expand its market footprint, by, for instance, investing in a start-up that planned to sell furniture via the internet. In contrast to Starbucks, the Virgin brand strategy is a high-wire act that requires incredible management and marketing skill and creativity.

Brand 8

Brand Banking Apparel Strategy 8

Harvard Business Review

AUGUST 2, 2013

One company had three simultaneous mobile marketing initiatives, conducted by different groups, using different tools and vendors. If your company has wildly different digital marketing activities for each brand or region, you know what I mean. The CDO''s job is to turn the digital cacophony into a symphony.

CIO 8

CIO Technology Apparel Information Technology 8

Harvard Business Review

MARCH 6, 2012

and western export markets, while retooling plants in China to make goods for the Chinese and Asian markets. Sectors like apparel, footwear and textiles will continue to be grounded in China and other low-wage countries that enjoy a large labor cost advantage over the United States. Not all products will return to the U.S.

Insourcing 9

Insourcing Supply Chain Offshoring Apparel 9

LDRLB

JULY 17, 2013

One such Strategista is Kay Krill, CEO of Ann Taylor (and Loft), a “ bellwether ” woman’s apparel retail store. The new stores catered to a different market, a different psychographic, and very quickly became the higher earning sibling company.

Competitive Advantage 150

Competitive Advantage Taylorism Taylor Restructuring 150

Harvard Business Review

JUNE 2, 2015

Fashion apparel is an excellent example. Often, they are the very firms that have honed their capabilities by operating in low-end markets or by performing outsourced work. As they learn the skills, they can move up the value chain themselves, biting the hand that fed them. New operations. Defense against attacks from below.

Supply Chain 8

Supply Chain Contract Manufacturing Outsourcing Operations 8

Harvard Business Review

OCTOBER 18, 2018

Lance Best, the CEO of Barker Sports Apparel, was meeting with Nina Kelk, the company’s general counsel, who also oversaw human resources. It’s not a skill you’re born with. The feedback in the 360-degree reviews was supposed to be anonymous. Soon after, he’d landed the firm’s biggest partner, Howell.

Case Study 14

Case Study Team CFO Merchandising 14

Harvard Business Review

DECEMBER 20, 2016

I’m talking about the superconsumers who are inside your organization, working at every level: the fashionista who works in the mail room at the headquarters of an apparel company, or the finance manager who works for a pork brand and who eats three pounds of bacon in any given week. Sales & Marketing Adapted from.

Airlines 8

Airlines Energy Self-aware Learning Curve 8

Harvard Business Review

MARCH 9, 2016

For the budding entrepreneur, a good starting point is to create a qualitative understanding of market drivers. Today, Leslie Wexner is CEO, chair, and founder of L Brands, a $25 billion market cap company with two primary brands, Victoria’s Secret and Bath & Body Works. It is both art and science.

Brand 8

Brand Merchandising Chief Financial Officer Retail 8

Harvard Business Review

APRIL 15, 2013

For the last three months, Aaron took his well-tested and highly successful marketing approach and tweaked it for the Chinese market. For instance, if you are an apparel brand whose marketing success depends on using famous movie stars to sell your clothes in the U.S.,

Travel 8

Travel Real Estate Apparel Globalization 8