Harvard Business Review

FEBRUARY 8, 2016

In the early 1990s, executives and managers welcomed information technology — databases, PC workstations, and automated systems — into their offices. Managers noted historical trends and revised processes, and engineers developed code that was then baked into computing systems. times more likely to convert.

Process 8

Process Company Market Segmentation Early Adopters 8

Harvard Business Review

AUGUST 5, 2015

The typical funnel starts with a marketing-generated lead for a “suspect” that, after qualification, becomes a “prospect,” and then a customer through steps that are measured and managed. That is, core solution-selling and account-management skills still matter.

B2B 8

B2B AIDA AIDAS Disintermediation 8

Harvard Business Review

DECEMBER 26, 2017

By doing so they avoid the delays associated with information and approvals traveling up and down the management hierarchy. an on-boarding manual for new employees, an instrument to monitor plant performance, a CRM tool). As a consequence, it is rather wasteful for each of the units to develop these solutions in parallel.

Decentralization 8

Decentralization Efficiency Mintzberg Operations 8