- Drug companies believe they’ll reap billions taking prescription medicines “over the counter.” But the strategy is no substitute for real innovation.
- Once used largely for nonessential, tactical activities, partnering now covers core operations, transforming entire industries.
- April 9, 2002 by Bruce Feirstein
- Marketers worry about top-line revenue, while operations people fret about cost. Differentiated Service Policies allow them to coexist.
- January 9, 2002 by Jeffrey Rothfeder
- Occasion-based segmentation online is the travel industry’s ticket to success.
- Cisco. Sony. Palm. Contract manufacturers gave OEMs more supply chain headaches than solutions. What went wrong. What needs to be done.
- 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.
- Online's biggest retailer aims to serve the offline retailers it once threatened. The shift may be Amazon's best hope for prosperity.
- When 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.
- Internet auctions create losers as well as winners. Game theory shows companies how to improve their chances.
- January 1, 2001 by Victoria GriffithBest Buy Co. Inc., Executive Vice President, Marketing
- January 1, 2001 by Lawrence M. FisherGenentech Inc., Executive Vice President, Development and Product Operations, and Chief Medical Officer
- Nissan Motor Company, President and Chief Operating Officer
- Creating value is just the beginning. To make money from innovation, you must drive your industry's evolution — even before the industry exists.
- 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.
- 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.
- 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.
- July 1, 2000 by Stephan-Götz Richter
- July 1, 2000 by Allen Weiss
- 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.
- How did this retailer go global? By using a strategy of "directed opportunism." And knowing how to clone its corporate DNA.
- October 1, 1999 by Victoria GriffithForget all the hype about "tailored marketing" on the Internet. The Web is just as likely to drive a wedge between retailers and their customers as it is to bring them closer.
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