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.
s+b Blogs: Recent Research
- 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.
- 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.
|Prev||Page 1 2 3 4 5 6 7 8||Next|