Leading Blog

JANUARY 27, 2012

Frank Sonnenberg makes the case in Managing with a Conscience , that the only sustainable way to succeed is the right way—not cutting corners—emphasizing the intangibles like trust, creativity, focus, speed, flexibility, relationships, loyalty, and employee commitment. We can change that, if we begin with our own example first.

Management 284

Management Intangible Assets Critical Success Factor Compliance 284

Harvard Business Review

OCTOBER 24, 2016

This reliance has evolved because despite the enormous volumes of capital they control, most of these giants are strictly “firewalled” and cannot use the capital to fund actual operations, even if doing so would generate higher expected investment returns or lower risk.

Operations 8

Operations Intangible Assets Venture Capitalist Hedge 8

Harvard Business Review

JULY 3, 2015

Transactors : These customers have no loyalty to your brand. Your success is theirs, whether the rewards are monetary or intangible. Co-creation is less a measure of “customer loyalty” than an indicator of “reciprocal loyalty,” where both parties serve each other. Experiment and iterate rapidly.

CRM 8

CRM Brand Business Model Intangible Assets 8

Harvard Business Review

FEBRUARY 7, 2014

And finally, highly reputed companies are more stable, which means they have higher market valuation and stock price over the long term and greater loyalty of their investors, which leads to less volatility. So why doesn’t every company do what CVS did?

Reputation 8

Reputation Intangible Assets Competitive Advantage Long-term 8