- To grow a new fiber-optics business at Internet speed, the Canadian giant gave up manufacturing and turned its vendors into strategic partners.
- The short self life of Priceline's WebHouse shows some products aren't suited to dynamic pricing. But it doesn't mean the model can't work.
- Companies never capture all the value they create. To become wildly profitable, you have to assume more responsibility for your customers.
- Britian had it all — brains, ideas, and inventions like radar and pencillin — but the U.S. brought the best to the market. The lesson is sobering: Native brilliance needs a national backup drive.July 1, 2000 by Harold Evans
- Knowledge remains the strongest force for business-building — if you're willing to link it to the bottom line and borrow inspiration from everywhere.
- The inefficient, tradition-bound, $4 billion trade-book industry is using the Internet to unlock an additional $2 billion-plus.
- In an exclusive excerpt from his next book, the former head of McKinsey Asia explains why Amazon.com, CNN and others have achieved an almost unassailable global dominance.January 1, 2000 by Kenichi Ohmae
- How do you mobilize your company for rapid change? The Action Lab catalyzes "out of the box" thinking-and empowers the company to act.
- Welcome to the new era — where companies are known by their innovative channels, not their commoditized products.
- Division of labor soon will be supplanted by a new paradigm — the reintegration of work.
- When Giants Stumble: Classic Business Blunders and How to Avoid Them by Robert Sobel (368 pages, Prentice Hall Press, 1999)July 1, 1999 by Stuart Crainer
Multinationals in the Next Decade: Blueprint, Flow and Soul Building the Modern Multinational OrganizationThe builders of modern multinationals draw inspiration from the architecture of buildings: Design a blueprint, manage the flow of resources and inject some soul.
- No one ever said enterprise resource planning was easy. Here's how to make it work - on time and under budget.
- Barriers to trade - language, education, buying power - are fast disappearing. No longer is it so important that a product was "Made in China," or Canada, or France. Labels of country of origin have been largely a matter of semantics for years. Now, with new trade agreements among nations, the only label that might make sense is "Made on Earth."
- How do you turn your real-estate investments into a thriving Web storefront? Make sure you have a strategic approach to reaching your customers.April 1, 1999 by Victoria Griffith
- Creating an effective global work force means knowing when to use "expats," when to hire "locals" and how to create that new class of employees -- the "glopats."
- October 1, 1998 by Tim Laseter
- To really serve customers requires a deep understanding of their needs. It also requires customization, personalization and empathy.
- What is the best way to move into a new market? If you do not have a first-in advantage, attack the one who does.
- The Chinese consumer market has awesome demographics. It is huge, young and growing. But competition in the consumer market is growing, too. To win in China, companies must create strategies that overcome pitfalls while taking advantage of local strengths.April 1, 1998 by Edward Tse
- Managers can do a far better job if they understand how each process they manage adds value. SVA is a tool for gaining that understanding.
- At the heart of best practice in purchasing is a set of skills. One of the most important is the one that enables managers to understand what determines cost.
- The secret to excellence lies in doing many things well. It also requires staying focused on the goal even when tempted to do otherwise.January 1, 1998 by Lawrence M. Fisher
- What is the purpose of a company's knowledge program? To improve at a rate faster than the competition.
- October 1, 1997 by Bernard Avishai
All articles tagged: manufacturing
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