Strategy Driven

SEPTEMBER 27, 2013

Some compile complex Customer Relationship Management algorithms to develop and maintain these relationships. The challenge of sustaining long-term value pushes businesses toward considering short-term relationships as the easiest route to profits. But the customer satisfaction benchmark is confounding.

Aaker 64

Aaker Short-term Marketing Benchmarking 64

Strategy Driven

APRIL 17, 2013

However, under-investing in marketing is short-sighted, and this article will explain how “smart marketing” can be a key driver of business growth. Benchmark Your Feedback Step 8. In short, it works. Seek to send out a press release once a month (as a long term goal). What’s your proactive marketing approach to loyalty?

Marketing 50

Marketing Press Release Consultative Brand 50

Harvard Business Review

NOVEMBER 25, 2013

To date, however, the reality of marketing analytics has fallen short of the promise. Just 36 percent of CMOs, for example, have quantitatively proven the short-term impact of marketing spend, according to the 2013 CMO Survey (and for demonstrating long-term impact, that figure drops to 32 percent).

CFO 8

CFO Short-term Long-term Benchmarking 8

Harvard Business Review

SEPTEMBER 1, 2011

Whether developing a new venture, managing an internal corporate innovation initiative, or working to develop globally successful product and service designs (my profession), nothing is more important than understanding what people need and desire in context of what the competition is providing.

Benchmarking 14

Benchmarking Maslow Analysis Trends 14

Harvard Business Review

JUNE 5, 2015

After all, in the face of such apparently poor results, their managers probably assume that significant improvement is largely a question of effort. There is a need to improve in absolute terms, and there is plenty of headroom in relative terms. Not necessarily.

Company 8

Company Analysis Short-term Customer Loyalty 8

Strategy Driven

AUGUST 12, 2011

This ladder holds true for managers and employees within the organization, as well as outside consultants brought in. These are managers, concerned with structure, hiring, control, work design, supervision and the effects of management decisions. Within every corporate and structure, there exists a stair-step ladder. Philosophy.

Mentor 56

Mentor Strategic Planning Leadership Benchmarking 56

Harvard Business Review

JANUARY 12, 2011

Managers who want to recognize employees for good work have many tools at their disposal. However, managers in most companies have a good deal of input into the decision, and in some cases they are the ultimate decision makers. It's critical that managers make these decisions about promotions and raises carefully. "I

Learning-by-Doing 15

Learning-by-Doing Motivation Case Study Budgeting 15