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Source: HBS Working Knowledge / Karen Berman and Joe Knight with John Case
Read this article: http://hbswk.hbs.edu/item…l?id=5169&t=finance&iss=y
We all live and die by the numbers—but do we really understand what they mean? Here’s how managers can help all employees understand cash flows and liquidity ratios.
No Comments » Posted by Administrator / Finance and Management
Source: 800-CEO-READ / Todd S.
Read this article: http://800ceoread.com/exc…ers_by_alfred_marcus.html
In the book, Big Winners and Big Losers, Alfred Marcus argues that business books are either agility-based or discipline/focus-based. In Appendix A of the book, Marcus offers a summary of various strategy books in relation to these two camps. 800-CEO-READ has posted the appendix online - very interesting…
No Comments » Posted by Administrator / Strategy
Source: Strategic Pricing Group / George E. Cressman, Jr., Thomas T. Nagle
Read this article: http://www.strategicprici…aggressive_competitor.pdf
This article examines how firms can develop a competitive defense strategy that minimizes both the self- and competitor-inflicted damages of price competition. It explains that before acting to defend market share or initiate price cuts, managers must anticipate the long-term strategic consequences and weigh them against the short-term benefits. A pricing decision should never be made simply to make the next sale or meet some short-term sales objective, but to enhance the firm’s long-term ability to operate profitably. Pricing is like playing chess. Those who make moves one at a time seeking to minimize immediate losses or exploit immediate opportunities will invariably be beaten by those who envision the game a few moves ahead. Read article for further discussion. [BNET Annotation]
No Comments » Posted by Administrator / Marketing / Sales
Source: IESE Insight
Read this article: http://insight.iese.edu/doc.asp?id=526&ar=11
Despite its strategic importance, international expansion causes many companies to stumble. They often trip up because of haste, misjudged acquisitions or cultural misunderstandings. In the third edition of the Anselmo Rubiralta Center’s “Notes on Globalization and Strategy,” Harry G. Barkema, Professor of Strategy and International Business at the University of Tilburg (Netherlands), presents “Five Successful Strategies” to help companies avoid pitfalls and reinforce their expansion abroad.
No Comments » Posted by Administrator / Human Resources and International
Source: Gallup Management Journal / Barry Conchie with Jerry Hadd
Read this article: http://gmj.gallup.com/content/default.asp?ci=19666
Gallup has been researching top-performing leaders for more than 40 years. One crucial discovery has been that top performance is strongly correlated to seven main leadership activities or “demands.” Those demands are: visioning, maximizing values, challenging experience, mentoring, building a constituency, making sense of experience, and knowing self.
Focusing each leader’s growth on the seven demands can accelerate leadership development. This artcle outlines the seven demands and suggests probing questions for developing leaders in these key areas.
No Comments » Posted by Administrator / Human Resources and Leadership
Source: SSRN / Matthew A. Cronin, Laurie R. Weingart
Read this article: http://papers.ssrn.com/so…rs.cfm?abstract_id=726183
This paper examines the effect trust and respect has on the strategies used to negotiate, as well as the outcomes of that negotiation. The authors define trust as “the willingness to be vulnerable to another person in the absence of monitoring or the belief that a person does not intend to deceive or harm the trusting person.” Respect is “the value one is shown in the way he or she is treated or the level of esteem for another individual based on one’s own values.”
The authors conclude that respect is important to a successful negotiation, but too much trust can, in fact, lead to a worse outcome for a negotiator. Respect engenders respect from opponents at the table and, as a result, it increases the possibility of mutual problem solving and is vital in achieving creative solutions. Trust, by contrast, tends to dull the competitive edge of negotiators, often leading them to give away their bargaining chips without improving their ability to come up with imaginative compromises. In other words, the authors argue, if you want to get a better deal, respect the people you are negotiating with, but don’t trust them for a minute. [s+b annotation]
No Comments » Posted by Administrator / Uncategorized
Source: Always On / Guy Kawasaki
Read this article: http://www.alwayson-netwo…nts.php?id=P11962_0_4_0_C
Author and Apple alumn Guy Kawasaki shares some lessons learned from wounds suffered during his long tour of duty in the technology trenches.
No Comments » Posted by Administrator / Entrepreneurship and People
Source: Wayne State University / John G. Maurer
Read this article: http://www.sbaer.uca.edu/…rch/sbida/1988/PDF/04.pdf
Strategy formulation and implementation are critical elements of the small firm’s process of adapting to a changing world. The CEO who hopes to adapt his/her small firm to a changing environment must focus on strategy formulation and implementation. This paper presents theories, concepts, and models that can be used to improve the process of formulating strategies, to determine the content of specific strategies and, to implement the selected strategy. [BNET Annotation]
No Comments » Posted by Administrator / Small Business and Strategy
Source: Inc. Magazine / Norm Brodsky
Read this article: http://www.inc.com/magazi…1101/columns-brodsky.html
Few things are less important to the success of a business than figuring out what to call it.
No Comments » Posted by Administrator / Marketing / Sales
Source: BusinessWeek / Emily Thornton
Read this article: http://www.businessweek.c…ontent/05_50/b3963111.htm
When did companies start awarding CEOs a small fortune once their company changed hands, and why? Harvard’s E. Bagley explains it all.
No Comments » Posted by Administrator / Corporate Governance