Traditional marketing tends toward rigidity and long-range planning, but firms must break out of this framework to exploit unexpected, one-off events.
s+b Blogs: Recent Research
- Investors appreciate hearing about a new CEO’s strategic vision, and they respond by bidding up the stock price.
- Companies that receive awards for product design see an immediate uptick in stock price.
- Popular commercials aired during the big game can drive up a firm’s stock price, but only if the brand is relatively unknown or has a flagging reputation.
- Activist groups’ ideological stance, as well as a company’s own characteristics, shape the types of strategies used to effect change.
- Consumers who use mobile apps tend to make more-frequent purchases, spend less per transaction, and return items more often than those who don’t.
- Although manufacturers can derive some short-term benefits from unauthorized retailers, outright bootlegging is harmful to profits and reputation.
- For companies, sustaining a consistently high level of performance requires unique capabilities that may differ sharply from the strategies they used to succeed in the first place.
- Profit warnings not only hurt a company’s domestic rivals, but also international competitors, and can cause industry-wide investor skittishness.
- The number of women presiding over large companies still lags far behind men, yet the firms they lead tend to be more risk averse and more profitable over the long term.
- When it comes to consumer goods, infrequent purchasers, not faithful customers, seem to drive market-share growth.
- Companies with employee-friendly policies produce more patents, which shareholders highly value and result in long-term financial benefits.
- International partnerships can put parties at odds, but there are ways for smaller firms to avoid common conflicts and stick up for themselves.
- The use of humor in job listings posted on the Internet can grab people’s attention, but it may turn them off to the actual job and company being advertised.
- Shifting from physical to virtual data platforms can reduce companies’ costs and improve sustainability.
- Managers can recognize and mitigate the stress experienced by employees responsible for “necessary evils” such as laying off colleagues.
- Being recognized as an international brand is usually a decided competitive advantage. But some markets and certain consumers prefer local firms.
- 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.
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