Strategy Driven
JUNE 9, 2016
or your organization; It’s not the strength of your relationship or who you ‘know’; It’s not the market, your competition, your return potential or your marketing materials. And then the problem with marketing materials. Marketing materials must be developed to cover any possibilities and used appropriately.
Harvard Business Review
MARCH 10, 2011
When executives evaluate a potential investment, whether it's to build a new plant, enter a new market, or acquire a company, they weigh its cost against the future cash flows they expect will spring from it. Did it surprise him to find that there was so little consensus on the best way to solve the problem of assigning a cost to capital?
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Harvard Business Review
JANUARY 11, 2011
On November 10, 2010, Cisco's stock price dropped 16%, erasing roughly $20 billion of market value in a matter of hours. In fact, this stock market bellwether had just beat earnings estimates by 6%. for the quarter, just barely clearing the consensus estimates of $0.40. Had something catastrophic happened? The problem?
Harvard Business Review
JANUARY 4, 2018
The ability to effectively communicate the power of analytics to unleash productivity has contributed to the rapid expansion of the analytics practice at GFNorte, and as a result the ABU has been given control of the database marketing efforts and sales offers in the distribution channels. The right people.
Harvard Business Review
DECEMBER 17, 2014
Identifying this so-called “growth gap” is critical, because the bigger the gap, the more a company needs to look beyond its current offerings, markets, and business models to find growth opportunities. By reaching new customers in current markets? By stealing share from current competitors?
Harvard Business Review
JULY 3, 2018
The officers reached a consensus for some words, but their interpretations were all over the place for others. In this way, using an objective benchmark helps pinpoint your subjective probability. (To Prediction markets, including PredictIt , allow you to put real money behind your forecasts.
Harvard Business Review
JANUARY 23, 2012
Trend lines, market sizing, and competitive benchmarks that served companies well during periods of gradual market evolution do little good in industries where new technologies create seismic shifts, demand is uncertain, and rivals emerge from left field. Yet in turbulent times this is dysfunctional.
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