In the CEO Afterlife

AUGUST 7, 2011

In addition, he enjoys his leadership role and the power that goes with it. These 5 characteristics plus ego and power are the very traits that motivate ex-CEOs in their afterlife. Former CEO of sports apparel maker Russell Corporation, Jack Ward puts his time and money into helping inner-city kids. Passionate and disciplined.

CEO 100

CEO Golden Parachute Welch Human Resources 100

Steve Farber

OCTOBER 25, 2016

And we know his latest venture, men’s sports apparel startup, Qor (pronounced “core”), is already achieving over 30% yearly growth in part because it’s replicating the Athleta culture of caring. Naturally, I want to capture the power, the energy, the potential by trying to re-create that same human approach at Qor.”

Apparel 40

Apparel Energy Workshop Uncertainty 40

Harvard Business Review

JULY 8, 2016

The American textile and apparel industries, for example, will tell you that the evidence can be found in the blood on the floor — their blood, on what used to be their floor. The second will be disruptive business model innovation occasionally appearing in less-familiar sectors of the Chinese economy, powered by emerging entrepreneurs.

Business Model 10

Business Model Innovation Company Apparel 10

Harvard Business Review

MARCH 21, 2018

Instead of thinking of itself merely as a sports apparel manufacturer, the company has purposefully developed a “connected fitness” ecosystem. Under Armour intends to enable these platforms to grow independently, while reaping aggregated data that can inform and expand its apparel designs. Under Armour, Inc.

Loyalty 14

Loyalty Marketing Apparel Maslow 14

Harvard Business Review

DECEMBER 5, 2011

As I covered in my October HBR.org post, Patagonia's "Buy Less" Campaign May Lead to More Revenue , Patagonia has launched a campaign to encourage its consumers to buy only the apparel they need. The maverick retailer has also launched a new website for owners of Patagonia apparel to sell their used clothes to other consumers.

Retail 15

Retail Apparel Supply Chain Agility 15

In the CEO Afterlife

MARCH 18, 2015

Companies that appreciate the power of sacrifice also appreciate that ‘do less better’ is a winning strategy at both the corporate and functional level. Thanks to Coke’s global reach, brand power, bottling network, and single-minded focus, I’m betting on Coca-Cola sustaining this competitive advantage.

Apparel 100

Apparel Brand Franchising Competitive Advantage 100

Harvard Business Review

MAY 15, 2018

Nike, once an athletic apparel brand telling stories of athletic solo willpower, has now taken on a systemic nature by introducing brand experiences , such as Nike Plus, Nike Plus Training Club, Nike Plus Running Club, etc. As such, people are not just carrying out transactions with Nike, but forming relationships with Nike, powered by data.

Brand 8

Brand Productivity Products Short-term 8

Harvard Business Review

FEBRUARY 8, 2016

If I asked you to picture the consumer luxury market, you might imagine jewels, sports cars, watches, premium drinks, high-end shoes and apparel, and so on. Second, the indirect and more powerful pressure: social norms are changing, starting with high-profile tastemakers. A combination of high quality, glamour, celebrity, and attitude.

Brand 8

Brand Supply Chain Apparel Tourism 8

Harvard Business Review

APRIL 25, 2017

It’s an apparel manufacturer called 99Degrees Custom. Peter Drucker, long before me, championed the power of questions as the critical fuel behind high-impact challenges. ” A top prizewinner for 2016 was a company not too far from MIT geographically — but in an industry that seems 100 years distant.

Drucker 9

Drucker Apparel Chemicals Globalization 9

Harvard Business Review

AUGUST 29, 2016

In our work with a major apparel retailer we found that among customers’ key emotional motivators were their desire to feel a sense of belonging, be thrilled by the shopping experience, and have a sense of freedom and independence. ” Customer experience improvement is critical, but it’s very hard and expensive to execute.

Retail 14

Retail Apparel Motivation Attrition 14

Harvard Business Review

NOVEMBER 22, 2017

Generic statements such as “leverage scale” or “create a streamlined organization” have little explanatory power. ” Third, effective principles stay brief.

Strategy 8

Strategy Company Banking Apparel 8

Harvard Business Review

OCTOBER 25, 2013

Founded in 1998, Lululemon produces sports apparel for women that is fashionable, environmentally friendly, and as technically advanced as sports apparel for men. Research by Millward Brown finds that brands with a meaningful difference command a price premium 13 percent higher than weaker category alternatives.

Apparel 8

Apparel Brand Sports Advertising 8

Harvard Business Review

JUNE 7, 2016

Some retailers and manufacturers—in the apparel, footwear, and electronics industries—have launched programs to make their customers interested in preserving their products and preventing things that still have value from going to the landfill.

Company 8

Company Apparel Incentives Retail 8

Harvard Business Review

NOVEMBER 6, 2012

According to Gail Baugh, president of PeopleWearSF, an alliance of sewn-product-industry professionals, the apparel industry can use many discarded materials for textiles. They might tilt the balance of power just enough to make it harder for customers to delay payments or back out of commitments. That would be a joyful day.

Entrepreneur 16

Entrepreneur Cooper Apparel Bureaucracy 16

Harvard Business Review

JULY 3, 2014

In the apparel industry alone, we’ve just seen the end of American Apparel’s Dov Charney and the ouster of Lululemon Athletica founder Chip Wilson – plus the installation of interim CEOs at Target and JC Penney following their previous leaders’ firings. A lot of CEOs are being shown the door lately.

CEO 15

CEO Six Sigma How To Apparel 15

Harvard Business Review

DECEMBER 23, 2015

From the Pope to global CEOs to almost all the world’s political leaders, the most powerful people got on board. He challenged the current form of capitalism and made a powerful case for tackling climate change and inequality on moral and economic grounds (I’ve summarized his paper here and here ).

Supply Chain 8

Supply Chain Apparel Energy Price 8

Harvard Business Review

JANUARY 3, 2017

The experience of a European discount apparel retailer illustrates the power of a disciplined price-perception program. As this retailer discovered, there is a lot more to pricing power than just adjusting prices. Directing investments to lower prices may not supercharge sales.

Price 14

Price Retail Discount Tactics 14

Harvard Business Review

OCTOBER 2, 2014

Even Simon acknowledged that, as computers became more powerful and predictive models more sophisticated, heuristics might lose ground in business. What they found surprised them. But there’s at least a possibility that, for some predictive tasks at least, less information will continue to be better than more.

Simon 11

Simon Retail Uncertainty Apparel 11

Harvard Business Review

NOVEMBER 21, 2016

The company offers a subscription clothing and styling service that delivers apparel to its customers’ doors. Harnessing the power of machine learning and other technologies. But users of the service don’t actually shop for clothes; in fact, Stitch Fix doesn’t even have an online store. Insight Center.

Company 8

Company Fashion Apparel Trends 8

Harvard Business Review

FEBRUARY 29, 2016

The Silicon Valley giants that gave us social networks, smartphones, and apps have realized the power of those tools to capture the customer data required for hypertargeted marketing. If somebody listens to a “Morning Run” playlist, Spotify might deliver ads for running shoes or athletic apparel. The Global Digital Economy.

Marketing 8

Marketing Software Brand Apparel 8

Harvard Business Review

OCTOBER 8, 2015

One group of high-growth consumer brands, in particular, has been harnessing the power of the “brand network effect,” by leveraging technology to build large, passionate online communities around their products. And as these communities grow, their branding becomes exponentially more powerful.

Brand 8

Brand Apparel Software Content 8

Harvard Business Review

JANUARY 31, 2012

But last week the New York Times also hit us with two powerful articles about Apple's supply chain that revealed some deeply troubling issues for the company's business model. We'll only fix the problem if the largest, most profitable, and most powerful brands demand better treatment for all people who work on a product.

Supply Chain 15

Supply Chain Apparel Cost Morale 15

Harvard Business Review

MAY 8, 2012

As Rob Bernard, Microsoft's Chief Environmental Strategist says, "If you run one of our offices, and you choose to use carbon-based power, we'll charge you more for your energy." Let's say NGOs or customers are asking questions about what kind of energy Microsoft uses to power its datacenters. Sales/Becoming the Vendor of Choice.

Price 13

Price P&L White Paper Energy 13

HR Digest

AUGUST 1, 2023

The PWFA not only strengthens protections for pregnant workers but also sends a powerful message that no individual should have to choose between their health and their job. This legislation marks a step forward in achieving workplace equality and eradicating pregnancy discrimination.

Apparel 98

Apparel Environment Proposal Diversity 98

Harvard Business Review

SEPTEMBER 25, 2012

By lowering the "China price," the world's low-cost manufacturer is doing to solar what it did to the apparel and electronics sectors: driving higher-cost producers (usually in the West) out of business. Adam Shor studies the solar sector for the Electric Power Research Institute. solar market).

Energy 8

Energy Apparel Cost Entrepreneur 8

Harvard Business Review

MARCH 30, 2017

Most important, to restore its brand value and power, Sears needs to make some sort of big, bold, visible move. The company should also void the recent deal to sell off the Craftsman brand, if possible. Sears needs to promote these brands more strongly than ever before, and draft off the demand and appeal they enjoy.

Retail 8

Retail Brand Airlines Apparel 8

Harvard Business Review

FEBRUARY 22, 2012

Given how much power retailers and other B2B customers have to transform products and pre-select better options for consumers, maybe it's actually better this way. So much of this data-gathering and ranking work will continue unbeknownst to consumers.

Supply Chain 14

Supply Chain Retail Apparel B2B 14

Harvard Business Review

OCTOBER 2, 2014

Even Simon acknowledged that, as computers became more powerful and predictive models more sophisticated, heuristics might lose ground in business. What they found surprised them. But there’s at least a possibility that, for some predictive tasks at least, less information will continue to be better than more.

Simon 8

Simon Retail Uncertainty Apparel 8

Harvard Business Review

APRIL 27, 2015

” Gilbane’s experience jibes with a recent EY’s research report, “Staying Power: How Do Family Businesses Create Lasting Success.” The person making the purchasing decisions in a B2B space, Steiner explained, is less likely to make a buy based on an emotional response.

B2B 8

B2B Press Release Construction Brand 8

Harvard Business Review

MAY 22, 2018

The automotive industry is being disrupted by electric vehicles and self-driving cars, just as home appliances is being disrupted by the Internet of Things and smart appliances, home entertainment by on-demand content providers, and apparel by online personal stylists such as Stitch Fix and Trunk Club.

Automotive 8

Automotive Brand Technology White Paper 8

Harvard Business Review

DECEMBER 22, 2015

For example, the Spanish apparel retailer Inditex, known for its clothing brand Zara, has turned the fashion industry on its head by perfecting its capabilities in fast, fashion-forward design and rapid-response manufacturing. They design and build their own bespoke capabilities that set them apart from other companies.

Execution 8

Execution Strategy Fashion Apparel 8

Harvard Business Review

MAY 12, 2015

The idea is to identify your power center — which one best represents your natural capabilities — and develop skills to flex across these leadership styles. Fara Howard , VP of global marketing for the shoe and apparel firm Vans, describes her brand as “an intuitive brand that leads with its heart.”

Leadership Styles 8

Leadership Styles Leadership Brand Audience 8

Harvard Business Review

JULY 3, 2014

In the apparel industry alone, we’ve just seen the end of American Apparel’s Dov Charney and the ouster of Lululemon Athletica founder Chip Wilson – plus the installation of interim CEOs at Target and JC Penney following their previous leaders’ firings. A lot of CEOs are being shown the door lately.

CEO 8

CEO Six Sigma How To Apparel 8

Harvard Business Review

APRIL 15, 2015

These purpose driven supers felt an extraordinarily deep level of emotion for the retailer brand at levels typically associated powerful lifestyle brands in apparel and luxury goods. But they also care about benefits and don’t want to sacrifice today in order to enjoy tomorrow.

Price 8

Price Brand Retail Apparel 8

Harvard Business Review

JUNE 22, 2012

But when the retailer took a more careful look, it found that its best opportunity was to get people to buy more in the categories they were already shopping (such as apparel or electronics or groceries). 3: Make your company growth-friendly. Companies sometimes have practices that subtly - but powerfully - discourage organic growth.

Retail 11

Retail Long-term Short-term Apparel 11

Harvard Business Review

MAY 3, 2016

Sara Campbell, a talented dress designer, sold the majority of her apparel as a private label supplier to national chains. How they responded to these risk-filled situations shows the power of right-sizing, right-timing, relying on knowledge and experience, and staying skeptical.

Real Estate 8

Real Estate Apparel Absenteeism Reputation 8

Harvard Business Review

JUNE 17, 2016

They do so by building powerful growth engines. Consider the sports apparel company Under Armour. A few companies, however, do succeed in growing year after year. If you build a robust growth engine on a strong foundation, rather than seeking individual opportunities, you can be confident knowing that sustainable expansion will follow.

Company 8

Company Engineering Apparel Survey 8