In the CEO Afterlife

NOVEMBER 20, 2011

However, it woke up Coke who were forced to look beyond their advertising and instead at their operational strategy. Apple did this very well with its iPod ads, but of course that’s a product all about popular music.). The jingle stands the test of time and continues to tug at the human heartstings. I’m not so sure.

CEO 242

CEO Advertising Brand Marketing Strategy 242

In the CEO Afterlife

JULY 24, 2011

ABSOLUT Vodka’s advertising campaign is one of the most successful and longest running consumer products campaigns in the history of advertising. Marketers operate in a dynamic world. The ultimate credit lies within the management and culture of Sweden’s V&S Group (owners until 1998) and ABSOLUT’s acquirer, Perod Ricard.

CEO 100

CEO Advertising Brand Creativity 100

In the CEO Afterlife

APRIL 14, 2011

I’ll take an educated guess and say that P&G and Unilever top management knew absolutely nothing of the conspiracy until the regulators came knocking. They aren’t gouging the consumer; they’re simply ensuring their products garner a fair price. The answer to that question is this: they do not see their actions as immoral.

Price 100

Price CEO Brand Discount 100

Strategy Driven

JANUARY 18, 2018

Being stressed at work can come with many disadvantages, but some of the main ones include lack of productivity, constant pressure between employees, lack of professional growth and development, long and inflexible work hours, job insecurity and many more. Maybe that’s why some companies are starting to put pressure on their employees.

Stress 50

Stress Environment How To Learning-by-Doing 50

In the CEO Afterlife

AUGUST 29, 2011

There are all sorts of strategies in today’s business – at the top is corporate strategy, followed by a slew of functional and sub-functional strategies ranging from marketing to waste management. billion in sales) provides huge economies of scale throughout the operation, especially in production, fixed overheads, distribution and marketing.

Strategy 131

Strategy CEO Company Competitive Advantage 131

Skip Prichard

JUNE 1, 2020

If you’re operating as a know-it-all, you have an underlying belief that that any new stuff really isn’t of much value. Empathy is a uniquely human skill. In fact, it’s the most human skill. Here’s a shocking statistic: two-thirds of senior managers can’t name their firm’s top priorities! The second cost is ego.

Leadership 108

Leadership Open-book Learning-by-Doing Quality 108

Harvard Business Review

AUGUST 8, 2018

Dubbed the “Alien Dreadnought,” Tesla’s new manufacturing facility in Fremont, California, was designed to be fully automated — no humans need apply. If all went well, AI-powered robots would enable the company to achieve a weekly production of 5,000 Model 3 electric cars to keep up with burgeoning demand.

Power 10

Power Engineering Analysis Training 10

Harvard Business Review

APRIL 22, 2015

First, it’s not nostalgia for manufacturing that’s driving GE CEO Jeff Immelt and his team to make this decision to focus (again and still) on making the stuff our economy needs. And second, the biggest opportunity lies in a particular kind of industrial product – those that bring about a cleaner economy.

Supply Chain 8

Supply Chain Engineering Energy Transportation 8

Harvard Business Review

SEPTEMBER 3, 2018

However, a new survey by my HR advisory firm Future Workplace called “The Employee Experience” reveals the reality is that employees crave something far more fundamental and essential to human needs. Airbnb has pushed the limits of designing its customer call center operation in Portland, Oregon.

Real Estate 14

Real Estate Call Center Hedge Survey 14

Harvard Business Review

JANUARY 11, 2017

The companies that are most vocal about environmental and social issues tend to be big, mass-market brands — well-known retailers , consumer products giants , and tech firms that are telling a new story to consumers who increasingly care about sustainability. Managing Carbon and Energy. ” The Challenges.

Supply Chain 8

Supply Chain Payback Period Brand Energy 8

Harvard Business Review

DECEMBER 4, 2017

Large enterprises typically operate dozens of security products with growing headcount in all areas of their security organizations. These teams are constantly learning new products, trying to keep up-to-date with new types of attacks, and patching their infrastructure for newly disclosed vulnerabilities.

ROI 9

ROI Long-term Banking System 9

Strategy Driven

MAY 25, 2011

Feeling safe is a primal human need. When that need isn’t met, our natural response is to focus energy toward a showdown with the perceived threat. and held senior management positions at several large IT companies. Carl, a self-made success and CEO of a venture-backed software company, is a great example.

Company 62

Company Venture Capitalist Film Reputation 62

Strategy Driven

MAY 25, 2011

Feeling safe is a primal human need. When that need isn’t met, our natural response is to focus energy toward a showdown with the perceived threat. and held senior management positions at several large IT companies. Carl, a self-made success and CEO of a venture-backed software company, is a great example.

Company 50

Company Venture Capitalist Film Reputation 50

In the CEO Afterlife

OCTOBER 17, 2011

by John • October 17, 2011 • Branding , Human Resources , Leadership , Marketing , Strategy • 3 Comments. The conversation in the 2011 branding world is well beyond product and service brand discussion by marketers and ad agencies. The blemish is the abdication of brand attention by top management.

Brand 168

Brand CEO Stage-Gate SWOT 168

In the CEO Afterlife

JUNE 19, 2011

We operate by the mantra of “use it or you lose it.” As a young Brand Manager, I pounced on consumer insecurities, pumping products that solved bad breath, armpit odor, yellow teeth and bad skin. They know we can well afford their products. We dig in our heels and fight the advance of old age every inch of the way.

Advice 147

Advice Marketing Marketing Strategy Brand 147

CoachStation

SEPTEMBER 7, 2018

Few managers and leaders are conducting useful one-on-ones and when they do, often miss the mark in making them effective and productive. Two of the most important, yet under-rated skills for managers and leaders are listening and questioning. It is too easy to get caught up in the operational and tactical aspects of management.

Management 130

Management Blanchard Self-aware Learning-by-Doing 130

Harvard Business Review

SEPTEMBER 2, 2014

Until recently, determining who works when involved store managers manually slotting each employee into shifts on paper. At a factory in Southern China, for example, executives thought that watching workers would help managers increase productivity and lower costs. A lot of flexibility isn’t necessarily a good thing.

Software 9

Software Management Retail How To 9