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Corporate

148 articles found in this category.

Outsourcing: It Doesn’t Have to Hurt!

By: Justin Townsley
May 2003 Corporate

“Traditionally, the large, multinational corporation was held together by ownership. Today, it is held together by a strategic purpose. Ownership of the total means of production is becoming an impediment, a commitment that many organizations—from corporations to healthcare providers to universities—are moving away from. In its place is a focus on organization purpose and the […]

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Drivers to Entrepreneurship

May 2003 Corporate

People like crystal balls that predict the future. They publicly lament and place blame on potential causes when the crystal balls offer fictitious predictions of negative outcomes. The crystal balls, accusations, and lamentations flourish in conversations about creating environments that foster new ventures. False thought-leaders blame the lack of entrepreneurial activity on the dearth of […]

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Managing By Metrics

By: Michael Bolden
April 2003 Corporate 3 Comments

Introduction This article illustrates how metrics can be used proactively to manage all levels of a given company or organization. Metrics offer a perspective from an executive level of how a business is performing by gathering these measurements. This is similar to judging a baseball player’s performance by batting average, home runs, and runs batted […]

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Five Steps to Planning for the Future

By: Frank Brletich
April 2003 Corporate

In the Industrial Age, public and private enterprises built their future by the expansion of present technology, internal assumptions, and day to day operations. In today’s rapidly changing environment based on global information, this strategy of merely building on the present is defunct. Worldwide markets and instant global communications are now multiplying all our opportunities. […]

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Adding A Little Strategy to the Juice: The Quaker-Snapple Debacle Revisited

By: Laraine Spector
March 2003 Corporate

Even given today’s disastrous mergers and acquisitions environment, Quaker’s handling of its 1993 acquisition of Snapple remains the quintessence of what not to do. While acquisitions frequently fail to bring the acquiring company the projected or hoped for returns, the sheer magnitude of Quaker’s failure is remarkable, especially, given Quaker’s financial resources, marketing know-how, and […]

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Patents and Licensing

By: Bob Brill and Carmen Patti of Patti & Brill, LLC
February 2003 Corporate

An expected competitive advantage resulting from a new product improvement generates considerable excitement in your workplace. You share in the excitement but fear attempts by your competitors to use the improvement in their own products. Assume your improvement qualifies as an invention. Though you have the prospect of securing intellectual property rights to protect your […]

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Tech Business Outlook for 2003

December 2002 Corporate

Year in Review Last year was at best a mediocre business environment. Using the consumer confidence index, business spending indices, and stock market indices as a guide, we can predict that next year will present us with a slow recovery at best. Given this outlook, it might be tempting to keep our heads in the […]

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Organizationally Increasing the Customer Focus – Brad McLane at the Chicago GSB Marketing Roundtable

October 2002 Corporate

On Tuesday, 29 October 2002, Brad McLane of Russell Reynolds Associates, an Executive Search Firm, offered his insights into the growing importance of the Chief Marketing Officer in Industrial and B2B corporations. His talk, entitled “The Role of the Strategic Marketing Executive in Non-Consumer Driven Companies”, was both attentively received and critically examined by the […]

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Shifting the Ground-rules of Tech Business

October 2002 Corporate

An attractive concept in high-tech business is that ideas are the trump card in setting corporate strategy. The creation and possession of intellectual property separates the power of technologically driven companies from other B2B businesses in their management of the industry landscape. For instance, consider how intellectual property can change negotiation power between suppliers and […]

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