Strategy Driven

MAY 29, 2015

Accomplished managers want teams that give value-added, create new ideas and work effectively. Once one sees the profitability and creative injections, then one aggressively advocates the teaming processes. Those who are afraid that their process or expertise will not stand the test when compared with others. First Attempts.

Teamwork 50

Teamwork Participative Learning-by-Doing Creativity 50

Strategy Driven

AUGUST 3, 2012

This review is the basis for most elements that will appear in a strategic plan, including the organization’s strengths, weaknesses, opportunities, threats, actions, challenges, teamwork, change management, commitment, future trends and external forces. There seems to be a need to change the direction of the organization.

Review 57

Review Company Strategic Planning Industry 57

Harvard Business Review

MAY 21, 2018

The interviewees, who were in the process of an M&A deal or who had recently been through one, included C-suite executives, private equity dealmakers, business owners, entrepreneurs, and middle managers. Employees are not ignorant to M&A precedents where even CEOs of failed acquisitions have left with substantial pay packages.

Company 8

Company Direct Marketing Execution Taylorism 8

Harvard Business Review

OCTOBER 23, 2014

Unfortunately, many managers don’t think about time as a finite resource in the same way that they consider the limitations of headcount and budget. But steps can be taken by managers to overcome this dynamic and better leverage organizational time. Sales was still dependent on them to do the traditional marketing activities.

Team 8

Team Short-term Attrition Marketing 8

Harvard Business Review

NOVEMBER 23, 2011

They ask, "If we were a cable TV channel or a mass market magazine, what would our content, tone, and the experience we offered be? Most marketing aims to make consumers aware of a solution or an aspiration they had not considered. But increasingly marketers are seeking to help consumers who are already in a market solve a problem.

Brand 15

Brand Retail Fashion Supply Chain 15

Harvard Business Review

JANUARY 26, 2011

No two organizations' hiring processes are alike. No technology company hiring manager would ask a programmer applicant to teach the alphabet, but it's the first thing a school administrator might ask of a teacher. Obviously, you need different criteria to assess if people possess the skills needed to succeed in different positions.

Skills 15

Skills Company Teamwork Travel 15

Harvard Business Review

AUGUST 4, 2017

A D2C initiative can involve one platform or many, depending on things like image, objectives, target audience, and what’s feasible in a given market. Meanwhile, Subaru extends well-matched offerings at the right time in the consumer life cycle, from prepurchase targeting to end-of-lease management and loyalty incentives to repurchase.

Retail 8

Retail Brand Apparel Discount 8

Harvard Business Review

SEPTEMBER 22, 2011

On the macro level, you can estimate the value of achieving customer loyalty leadership in terms of market share gains or revenue growth. Unless line managers and finance really believe in the link between customer feedback and business outcomes, your incentive system won't last long. Processes and tools for understanding root causes.

Incentives 10

Incentives Sample Customer Loyalty Metrics 10

Harvard Business Review

SEPTEMBER 6, 2013

As a direct marketer we have been good at customer intimacy. Hospitals such as Virginia Mason and ThedaCare adopted process improvement systems from manufacturing ("Lean" and the "Toyota Production System") to deliver increased consistency, reliability, and quality. We know a lot about our customers.

Customer Intimacy 8

Customer Intimacy Operations Supply Chain Retail 8