- For today’s consumer banks, reinventing local branches as a hub to attract and retain customers is essential to profit and growth.
The Myth of Customer Satisfaction
February 12, 2003 by Mark Klein and Arthur EinsteinFlipping the “Switch”: Big Pharma’s Biggest Challenge
October 10, 2002 by Minoo Javanmardian, Alexander Kandybin, and Martin KihnDrug companies believe they’ll reap billions taking prescription medicines “over the counter.” But the strategy is no substitute for real innovation.Why Outsourcing Is In
July 15, 2002 by Anne Chung, Tim Jackson, and Tim LaseterOnce used largely for nonessential, tactical activities, partnering now covers core operations, transforming entire industries.The Full Rumsfeld
April 9, 2002 by Bruce FeirsteinMarketing and Operations: Can This Marriage Be Saved?
January 9, 2002 by Tim Laseter, Alexander Kandybin, and Pat HoustonMarketers worry about top-line revenue, while operations people fret about cost. Differentiated Service Policies allow them to coexist.Why Bricks Dominate the Clicks
January 9, 2002 by Jeffrey RothfederCatching Travelers on the Fly
October 1, 2001 by David Newkirk, Brad Corrodi, and Alison JamesOccasion-based segmentation online is the travel industry’s ticket to success.Why Cisco Fell: Outsourcing and Its Perils
July 1, 2001 by Bill Lakenan, Darren Boyd, and Ed FreyCisco. Sony. Palm. Contract manufacturers gave OEMs more supply chain headaches than solutions. What went wrong. What needs to be done.Jack Stack’s Story Is an Open Book
July 1, 2001 by Art KleinerA small Ozarks manufacturer has a message for big companies: Open-book management can increase productivity and release entrepreneurial spirit.Operations at the Core: What Amazon Offers Category Killers
May 18, 2001 by Tim Laseter and Martha TurnerOnline's biggest retailer aims to serve the offline retailers it once threatened. The shift may be Amazon's best hope for prosperity.In a Slump? Realign, Don't Re-Engineer
May 1, 2001 by Jeffrey W. Bennett and Steven B. HedlundWhen recession looms, companies typically turn to layoffs for short-term relief, but this rarely improves long-term performance. This time, shake up your organizational model to improve efficiency.Beating the B2B Odds
April 1, 2001 by Tim Laseter and David EvansInternet auctions create losers as well as winners. Game theory shows companies how to improve their chances.Zealot Profile: Wade R. Fenn
January 1, 2001 by Victoria GriffithBest Buy Co. Inc., Executive Vice President, MarketingZealot Profile: Susan Desmond-Hellman
January 1, 2001 by Lawrence M. FisherGenentech Inc., Executive Vice President, Development and Product Operations, and Chief Medical OfficerZealot Profile: Carlos Ghosn
January 1, 2001 by Bruce A. Pasternack, Thomas D. Williams, and Paul F. AndersonNissan Motor Company, President and Chief Operating OfficerThe Three Phases of Value Capture: Finding Competitive Advantage in the Information Age
January 1, 2001 by Rhonda Germany and Raman MuralidharanCreating value is just the beginning. To make money from innovation, you must drive your industry's evolution — even before the industry exists.The Priceline Problem
January 1, 2001 by Raman Muralidharan and Rhonda GermanyFrom Vertical to Virtual: How Nortel's Supplier Alliances Extend the Enterprise
January 1, 2001 by Lawrence M. FisherTo grow a new fiber-optics business at Internet speed, the Canadian giant gave up manufacturing and turned its vendors into strategic partners.WebHouse Rocked: Why Priceline's Groceries and Gasoline Venture Failed
November 1, 2000 by Raman Muralidharan and Rhonda GermanyThe 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.Privacy War: The Europe-U.S.Struggle Over Consumer Data
July 1, 2000 by Jeffrey RothfederIn the E.U., your secrets are sacred. In the U.S., they are for sale. For global marketers, that means trouble.The Third World Goes to Market
July 1, 2000 by Stephan-Götz RichterYour Pirates Are Your Customers
July 1, 2000 by Allen WeissToys "R" Us Battles Back
April 1, 2000 by Jeffrey RothfederThe giant toy retailer missed the Wal-Mart incursion and the Web discontinuity. But with its bricks-and-mortar advantages, it can still fight the e-tail war.Taking Wal-Mart Global: Lessons From Retailing's Giant
October 1, 1999 by Vijay Govindarajan and Anil K. GuptaHow did this retailer go global? By using a strategy of "directed opportunism." And knowing how to clone its corporate DNA.
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