The very business model that made the company so wildly successful could eventually cause its downfall.
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- To take advantage of employees’ innovative efforts, managers must first learn how to encourage and nurture them.
- By keeping group sessions tightly focused and on schedule, managers can earn their employees’ respect and commitment.
- Large initiatives such as oil pipelines have a higher chance of succeeding when stakeholders work together to manage the risks.
- When consumers are rude and abrasive, it’s up to managers to help employees deal with the stress.
- Unless a company is backing a philanthropic event, U.S. investors tend to be unhappy with corporate sponsorships.
- Incoming leaders follow a predictable pattern of disinvesting from their predecessor’s flops and eventually investing just as unwisely.
- Consumers respond better to commercials with emotional appeal than to neutral ads or those that are too informative.
- Hostile acquisitions may be largely a thing of the past, as they’ve been replaced with gentler—and more effective—M&A strategies.
- New high-tech companies are more attractive to investors when they show room for growth.
- External leaders who take over in good times make a greater strategic impact than those recruited during unstable periods.
- Companies that implement socially and environmentally responsible strategies tend to profit—but the benefits take time to show.
- For multinational companies operating in Russia and China, the key to success is finding ways to avoid PR crises, rather than managing them after they happen.
- People prefer old-fashioned voicemail messages to emails when receiving bad news.
- New hires who receive positive support from their bosses and co-workers during their first 90 days on the job tend to have better long-term performance.
- As GM’s new CEO, Mary Barra, may discover, many women who get to their company’s top spot find themselves facing yet more obstacles to achieving full power.
- As consumers increasingly expect to be able to customize the products they buy, giving them creative control over the assembly process makes them value a product more.
- Financial officers tend to overestimate their own abilities to predict the stock market, which can adversely affect their firms.
- Business managers may think they’re fooling customers with a $4.99 price tag, but a new study shows most consumers would rather pay $5.00.
- Borrowing clout gives large companies an edge in a financial crisis.
- When planning large projects, managers should base their forecasts for costs and timelines not on their own optimism, but on statistical data from previous ventures.
- When it comes to managing a company’s working capital, CFOs must balance the need to stock inventory against the need to provide value for shareholders.
- New businesses may be tempted to expand as quickly as possible, but such rapid growth can doom a fledgling company.
- Women who “want it all” are finding that starting their own business is the way to get it.
- A higher pay differential between CEOs and their employees may encourage employees to work harder, not to slack off.
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