Harvard Business Review

JANUARY 13, 2014

In 1960, marketing legend Ted Levitt provided perhaps his seminal contribution to the Harvard Business Review : “ Marketing Myopia.” To avoid that, Levitt exhorted leaders to ask themselves the seemingly obvious question – “What business are you really in?” Embrace your organization’s humanity.

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Levitt Christensen Competitive Advantage Welch 12

Harvard Business Review

NOVEMBER 29, 2011

Some fifteen years ago, in a period that seemed full of change and uncertainty in marketing, I asked my colleague Ted Levitt where he saw our field heading. Levitt, who had a marvelous talent for speaking in epigrams, responded, "The future of marketing will be more like its past than anyone imagines."

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Levitt Marketing Uncertainty Price 15

Harvard Business Review

JANUARY 26, 2015

With apologies to Ted Levitt , a new “Marketing Myopia 2.0” ” That’s not cynicism; that’s savvy risk management. Your most important customers may not be the people who buy your products but the ones who regulate your company and industry. ” has emerged.

Disruptive Innovation 8

Disruptive Innovation Levitt Tourism Incentives 8

Harvard Business Review

NOVEMBER 18, 2015

As Ted Levitt pointed out 55 years ago, companies develop significant myopia over time, only seeing things that are squarely in the mainstream of their market. Creating and managing separate organizations often entails significant investment and management attention, so it makes sense to only do so in specific circumstances.

Disruptive Innovation 8

Disruptive Innovation Christensen Levitt Innovation 8

Harvard Business Review

MAY 19, 2015

The new products promise to store locally sourced energy and manage its dispatch, helping to mitigate one of the major shortcomings of harvesting power from the sun: the intermittency challenge (in other words, you need the sun to shine). The second has to do with scope.

Strategy 8

Strategy Levitt Energy System 8

Harvard Business Review

APRIL 26, 2016

Sales was traditionally seen as a form of service work, with an emphasis primarily on developing moral character. Many salespeople (typically a majority in our experience) now cite navigating their own organizations as a bigger challenge than managing customers and clients. Each group has its own operating procedures.

Education 8

Education Levitt Retail Training 8

Harvard Business Review

MAY 6, 2014

At a fundamental level, the decisions managers make about revenue and profits fall into two categories—those related to growth and those related to cost reduction. Managers use cost-related data as an objective input for decision making, since they consider it both reliable and reasonably predictable. Cost reduction data are precise.

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Disruptive Innovation Levitt Innovation Tools 11

Harvard Business Review

JUNE 12, 2013

The approach echoes Ted Levitt''s famous comment about selling ¼ inch holes rather than ¼ inch electric drills, and advocates a mindset shift away from selling products to "doing jobs" that solve customers'' problems. This then allows the development of specific solutions for each segment.

Ramaswamy 8

Ramaswamy Levitt Prahalad Christensen 8

N2Growth Blog

OCTOBER 7, 2010

Steve Levitt - Author of Freakanomics and Super Freakanomics , Steve was superb. In yesterday’s recap of Day one, I gave a detailed breakdown of each speaker presentation, but today I thought I’d do something a bit different…Since everyone seems to like a list, I decided to rank the top ten speakers from both days.

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Blog Collins Blue Ocean Strategy Video 353