Although crowdfunding has been hailed as a brilliant new tool for edgy entrepreneurs, Internet investors tend to back safer, less groundbreaking products.
s+b Blogs: Recent Research
- As business and technology strategies become more integrated, companies need an IT manager who can watch the bottom line and communicate, as well as do the hard coding.
- An informal social media style can backfire on an unknown company or boost trust among an audience that is already familiar with the firm.
- Companies around the world need a comprehensive plan in place to ensure that critical business can still get done in the case of a prolonged Web outage.
- CEOs who fly planes in their spare time take on risks and seek out new experiences, traits that lead them to preside over firms with better innovation outcomes.
- Young firms are valued significantly higher and attract more financing after their founders relinquish some power.
- Upstart firms that want to break into an established sector often must collaborate with the very power brokers they seek to unseat.
- Traditional marketing tends toward rigidity and long-range planning, but firms must break out of this framework to exploit unexpected, one-off events.
- 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.
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