Harvard Business Review

OCTOBER 3, 2011

This sort of behavior may appear outrageous, but I actually believe that the outlandish " fanboyism " inherent to the Apple experience is a well-designed piece of the product. The irrational behavior that Apple products provoke represents the piece of the product puzzle that only Apple has uncovered in the mobile-phone market.

Levitt 14

Levitt Succession Wireless Franchising 14

Harvard Business Review

JULY 11, 2011

It's hard to overestimate the influence Ted Levitt's "Marketing Myopia" has had on the world of marketing and beyond. Why has "Marketing Myopia" lasted so well over a 50-year-period when so many management big ideas have gone the way of the failed industries Levitt cites in his classic? Its clarity and its ambition.

Levitt 11

Levitt Marketing Library Maturity 11

Harvard Business Review

JANUARY 13, 2014

In 1960, marketing legend Ted Levitt provided perhaps his seminal contribution to the Harvard Business Review : “ Marketing Myopia.” To avoid that, Levitt exhorted leaders to ask themselves the seemingly obvious question – “What business are you really in?” No, it’s to maximize shareholder value.

Levitt 9

Levitt Christensen Competitive Advantage Welch 9

Harvard Business Review

OCTOBER 18, 2016

In 1960, Harvard professor Theodore Levitt published a landmark paper in Harvard Business Review that urged executives to adapt by asking themselves, “What business are we really in?” Some of this new knowledge goes to create completely new products, like self-driving cars. Jennifer Maravillas for HBR.

Company 8

Company Levitt Succession Agility 8

Harvard Business Review

MAY 5, 2016

Grove’s 1980 question remains as ruthlessly relevant to C-suites as Ted Levitt’s 1960 classic, “What business are you in?” They see disrupted incumbents from retail, finance, health care, transportation, professional services, and manufacturing requiring radical restructuring of assets, productivity , and innovation.

Levitt 8

Levitt Disaggregation Kaizen Call Center 8

Harvard Business Review

MARCH 26, 2014

Their product, a program designed to combat procrastination, quickly became the best-selling productivity app on iTunes. They received acclaim and took meetings with heavyweights at industry conferences. In this way, the industry parallels drug dealing. Career planning Education Tech industry' This is not uncommon.

Development 8

Development Levitt Real Estate IPO 8

Harvard Business Review

JUNE 1, 2011

The story has a happy ending, though, at least for readers: Dickens went on to keep writing at an alarmingly productive rate, leaving us with some of the most compelling stories of the nineteenth century.). And that's a good thing: the industrial organization of publishing is not sacrosanct. Certainly not.

Levitt 12

Levitt Mass Marketing Simon eBook 12

Harvard Business Review

OCTOBER 15, 2015

For all their rhetoric about a digital future, established firms in most industries still sell mainly through traditional channels, while newcomers seize the virtual territory. This is typically the segment that industry incumbents zero in on. A gold-plated product or service. A focus on asset utilization.

Marketing 8

Marketing Company Levitt Film 8

Harvard Business Review

SEPTEMBER 13, 2012

In 1960, the editor of the Harvard Business Review, Theodore Levitt, wrote that the failure of railroads could be explained in part by the myopic view that they were in the railroad business and not the transportation business, which left them vulnerable to competition from cars, trucks, and planes.

Health Care 15

Health Care Levitt Film Chemicals 15

Harvard Business Review

MAY 19, 2015

Edison’s breakthrough was guided by a fundamental insight: any given product is only as powerful as the system in which it is deployed. This insight resonates with our work on disruption across industries: disruptive innovations create new systems or “value networks” that eventually displace the old ones.

Strategy 8

Strategy Levitt Energy System 8

Harvard Business Review

JANUARY 26, 2015

Your most important customers may not be the people who buy your products but the ones who regulate your company and industry. With apologies to Ted Levitt , a new “Marketing Myopia 2.0” State satisfaction mattered more than market disruption. The unhappy innovation inference? ” has emerged.

Disruptive Innovation 8

Disruptive Innovation Levitt Tourism Incentives 8

Harvard Business Review

SEPTEMBER 24, 2013

The “jobs-to-be-done” theory articulates the gap between how producers view and market a product and how customers actually use it. Every time a customer buys a product, they are trying to do a job that brings some value to them – and not necessarily what the product says on the label.

Marketing 8

Marketing B2B Levitt Disruptive Innovation 8

Harvard Business Review

NOVEMBER 18, 2015

As Ted Levitt pointed out 55 years ago, companies develop significant myopia over time, only seeing things that are squarely in the mainstream of their market. Running side-by-side strategic experiments of industry change with a real control borders on impossible. The business world is complicated. ” I agree.

Disruptive Innovation 8

Disruptive Innovation Christensen Levitt Innovation 8

Harvard Business Review

APRIL 26, 2016

Similarly, years ago, selling in most industries was less data-intensive and more dependent upon contacts and extra-curricular social relationships than now. Buyers now have easy-click access to information about products, prices, and other buyers’ opinions and usage experiences. But a lot has changed.

Education 8

Education Levitt Retail Training 8