Mills Scofield
APRIL 15, 2012
Long before it became fashionable, Saul was leveraging the power of business models in his career. That’s why we see so many good ideas either not make it to market or not for long. Most organizations think of innovation in terms of creating value: products, services and experiences.
Mark Sanborn
FEBRUARY 19, 2019
” Theodore Levitt said, “The future belongs to those who see opportunities before they become obvious.” Information received from any source is considered in terms of accuracy and implication. Not that long ago, we defined an expert as somebody who knew the most about a given area. How useful is that today?).
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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?” And short-term numbers at that. No, it’s to maximize shareholder value.
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?” Which brings us to something else Theodore Levitt said, “People don’t want to buy a quarter-inch drill, they want a quarter-inch hole.”
Harvard Business Review
DECEMBER 28, 2010
Levitt and Dubner, they of Freakonomics, offer a slightly more sophomoric example when they point out that the "average" adult in a global sample has one breast and one testicle. Both groups bring in the same levels of short-term revenue, but focusing on repeat customers lowers the cost of sales and marketing over the long term.
Harvard Business Review
JULY 26, 2018
Moreover, additional customers become delinquent every day, increasing the long-term revenue benefits of such interventions. When scaled to a credit card company’s entire customer population, these interventions could result in significant revenue increases.
Harvard Business Review
SEPTEMBER 18, 2012
The offer of money changes the experience from a social interaction built around a reciprocal long-term relationship to a market transaction that is financially based, shallow, and short-lived. Consider another example made famous in Levitt and Dubner's Freakonomics. After dinner you say thank you and ask how much you owe her.
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