Harvard Business Review

MAY 29, 2012

Some want to hold their shares for only a short time and care only about tomorrow's stock price. Others are investing for retirement or to pay for a child's college tuition, and care about long-term returns. Some want their firms to make informal commitments to build employee and customer loyalty that will pay off in the future.

Short-term 14

Short-term Long-term Objective Customer Loyalty 14

Harvard Business Review

DECEMBER 19, 2016

CEOs should actively manage five specific tensions in today’s complex global business environment: Disruptive innovation versus leveraging the company’s core strengths. On the other hand, a highly differentiated offering is no longer a guarantee of long-term value creation.

CEO 8

CEO Supply Chain Disruptive Innovation P&L 8

Harvard Business Review

APRIL 17, 2013

The common thread is that today''s model of capitalism overemphasizes short-term financial data and neglects information that gets at the true sources of sustainable value creation — things like innovation, brand equity, customer loyalty, and key stakeholder relationships. But there are other reasons too.

Report 8

Report Short-term Press Release Compliance 8

Harvard Business Review

JULY 26, 2016

This is a problem, because for obvious reasons, in a service-oriented economy, companies need employees motivated to create not only short-term financial gains, but also long-term non-tangible outcomes for both the company and customers. In turn, such service-oriented focus should result in long-term profits.

Incentives 8

Incentives Management Long-term Short-term 8

Harvard Business Review

MARCH 7, 2014

With a technology focus, you might manage to launch a successful breakthrough, but your success will be short-lived because sustaining a technological advantage today is so difficult. And with a strong brand focus, it is much easier to make swift decisions that are consistent with the values the company hopes to embody for its customers.

Brand 8

Brand Short-term Long-term Customer Loyalty 8

Harvard Business Review

JANUARY 19, 2011

The hybrid Prius was a legitimate business home run (2 million sold), and it helped both differentiate Toyota's brand as the market innovator and propel Toyota to unprecedented profits. It tackles both long-term and short-term sustainability challenges. For years, Toyota has been the darling of the green business world.

Strategy 15

Strategy PPM Long-term Short-term 15

Harvard Business Review

MARCH 18, 2013

In terms of sales volume, product line diversity, operating system flexibility, R&D spending, and even customer loyalty , Samsung has emerged as a fierce competitor that has bested former industry champions like Nokia and Apple. In short, it is an Android phone that wants to stand out more as a Samsung made and operated phone.

Brand 8

Brand Customer Loyalty Hedge Wilde 8

Harvard Business Review

JULY 13, 2011

billion to Google just a few short months ago, in November of 2010. Further, the benefits to both customers and merchants are likely to drop as the market is flooded with look-alike offers and the advantages of using one site over another decline. I'm afraid that I still don't see much long-term robustness in Groupon's model.

Business Model 15

Business Model Discount IPO Customer Loyalty 15

Joseph Lalonde

MARCH 14, 2018

Every week I interview a top leaders in our world and do a secondary, short interview to discuss their challenges and healthy habits in these seven areas; 1) Physical, 2) Family, 3) Mental, 4) Financial, 5) Spiritual, 6) Career, 7) Personal – derived from Zig Ziglar’s “Wheel of Life”. Kevin Miller , host of the Zig Ziglar Podcast.

Succession 316

Succession Self-aware Learning-by-Doing Follow-up 316

Harvard Business Review

SEPTEMBER 10, 2014

Incentives to maximize shareholder value pushed managers toward decisions that paid off in the short term but were devastating to the long term viability of firms. Customers, who had access to reliable information about the available choices and a capacity to interact with other customers, were suddenly in charge.

Supply Chain 12

Supply Chain Bureaucracy Short-term Agility 12