Harvard Business Review

FEBRUARY 21, 2011

The Eastman Kodak Company was an iconic industry leader. To survive, it has stopped selling film cameras, focusing on the digital ones that dominate the market. Organizations such as IBM and GE have adapted over the years to remain competitive in the market. For decades, it was synonymous with photography. But it arrived late.

Core Competence 15

Core Competence Prahalad Film Hamel 15

Harvard Business Review

OCTOBER 4, 2012

I innocently follow up by asking the last time an industry upstart called looking to license a corporate brand (typical answer: never). Gary Hamel and CK Prahalad laid out their view in the Harvard Business Review classic "Core Competence of the Corporation." The next contender is typically scale.

Company 15

Company Competitive Advantage Prahalad Hamel 15

Harvard Business Review

OCTOBER 4, 2012

I innocently follow up by asking the last time an industry upstart called looking to license a corporate brand (typical answer: never). Gary Hamel and CK Prahalad laid out their view in the Harvard Business Review classic "Core Competence of the Corporation." The next contender is typically scale.

Company 15

Company Competitive Advantage Prahalad Hamel 15

Harvard Business Review

DECEMBER 1, 2010

For example, GE has gone from despoiling the Hudson River to jumpstarting the electric car industry through its commitment to purchase tens of thousands of zero emission vehicles. Similarly, Nike went from being vilified for its unfair treatment of workers to being applauded for setting industry standards for overseas working conditions.

Prahalad 15

Prahalad NGO Long-term Energy 15

Harvard Business Review

APRIL 12, 2012

They get stuck making incremental improvements that are rooted in existing competencies, markets, and business models. Toyota had industry survey data showing that customers said they would pay up to 20% more for hybrid cars. When combined with a smart marketing campaign, the car became a symbol of the whole environmental movement.

Core Competence 14

Core Competence Prahalad Hamel Brand 14

Harvard Business Review

JANUARY 11, 2013

It is unthinkable, for instance, to imagine a social entrepreneur treating research on the health effects of tobacco use the way the tobacco industry, market analysts, and investors did in the 1960s and '70s. Prahalad's " bottom of the pyramid ," that began life as academic research. They can be more analytical.

Entrepreneur 9

Entrepreneur Microfinance Supply Chain Prahalad 9

Harvard Business Review

MARCH 17, 2016

airline industry in the early 1990s highlights this distinction. Don’t engage in over-the-top discounting that trains customers, both in B2C and B2B markets, to buy cleverly on price and price alone. It also determines which market segments the company will serve and what channels it will use to reach them.

Price 8

Price Airlines Govindarajan Advertising 8

The Horizons Tracker

SEPTEMBER 15, 2020

Over the last few decades, innovation activity has become concentrated in clusters or ecosystems, where finance, academia, industry and entrepreneurs rub shoulders to allow the free flow of ideas. Practical solutions. Without it, I worry about a bleak picture for the recovery and follow-on growth.”. Globally competitive.

Innovation 82

Innovation Venture Capitalist Entrepreneur Crisis 82

Harvard Business Review

OCTOBER 20, 2011

Conversely, why market cigarettes? As the industrial revolution progressed, society was enjoying enormous benefits from mass production, which brought former luxuries within middle class reach. Just as electronic commerce would later sweep business, mass production came to one industry after another. Social media spending?

ROE 12

ROE Debt to Equity Ratio Innovation Incentives 12