Being recognized as an international brand is usually a decided competitive advantage. But some markets and certain consumers prefer local firms.
Welcome to strategy+business. Here’s what’s new.
s+b Blogs: Recent Research
- Customers who don’t hit the target to qualify for a reward are apt to hold it against the company and make fewer subsequent purchases.
- With manufacturing put into the hands of small firms and even consumers, traditional value chains may no longer be as advantageous.
- An executive’s character traits are linked to certain patterns in a firm’s investments, strategy decisions, and overall performance, a new study finds.
- Employees who push innovative products have a tough job, but can be encouraged by managers who grasp their motivations to succeed.
- Tweets and other posts reveal that employees experience varying levels of stress throughout the workweek, and weekends aren’t necessarily a reprieve.
- When a company chooses to hold its shareholder meeting in a distant location or at an odd time, executives might be trying to avoid revealing bad news.
- Recent ADA-related challenges raise questions over corporate initiatives designed to improve employees’ health.
- In mature product categories, the top companies usually compete fiercely for one another’s customers. But they might be better off focusing on the fringe consumers who haven’t yet picked a side.
- The rise of Web 2.0 platforms and social media programs has the potential to enhance the way colleagues collaborate, but old work habits die hard.
- Appealing to the cultural and economic specifics of a foreign market is the key to getting consumers to shop more frequently and spend more.
- When hiring CEOs, companies appear to focus on interpersonal skills while overlooking the candidate’s capacity to get the job done.
- A large proportion of shareholder proposals contested by firms receive support from other investors when put to a vote.
- Companies might want to rethink the storied model of charging less up front to get more down the line — especially as e-commerce offers consumers ever greater flexibility, information, and selection.
- Executives who accumulate international know-how are no more likely than others to advance their career at multinational companies.
- Number crunching can be valuable for firms exploiting their existing resources, but can backfire for companies seeking to branch out with new products or services.
- Manufacturing and service firms differ in their approach to domestic and international philanthropy.
- Physical separation among coworkers isn’t necessarily an obstacle to innovative collaboration, and other types of breathing room may actually help productivity.
- Working with the same firms over and over again may boost a company’s revenue, but it can be costly.
- In most cases, when managers joke with their employees, it’s no laughing matter.
- E-tailers create sponsored ads in a bid to attract online consumers, but lower-cost improvements to search placement can be more profitable.
- Large U.S. firms with a sustainability program see an uptick in financial performance and have a positive impact on the environment around them.
- Creating a company-wide culture that prizes sensitive brand, process, innovation, and database information is the key to extracting value from proprietary jewels without giving them away.
- When companies are run by co-CEOs, sharing power equally doesn’t necessarily translate into better results.
- Large U.S. firms react to competition from high-quality foreign importers by investing more in their own R&D efforts and producing more patents.
|Page 1 2 3 4 5 6 7||Next|