Harvard Business Review

DECEMBER 30, 2016

Surely this cheap, customer-centric, and data-driven innovation would impress the client. To make customers measurably happier, optimization mattered less than innovation. Their optimization strengths had become innovation weakness. A little dab of inventory data would enhance both customer expectations and process efficiencies.

Process 17

Process Competitive Advantage Outsourcing Supply Chain 17

Harvard Business Review

MAY 2, 2011

Rather, they focus on markets (anonymous agglomerations of customers) rather than on any real, living, breathing individual customer. Most recognize that there are no truly mass markets any more. But we must go beyond looking at market segments and niches to embracing the truism that every customer is his own market.

Mass Marketing 15

Mass Marketing Market Segmentation Travel Marketing 15

Harvard Business Review

FEBRUARY 14, 2012

Facebook, KickStarter, Kiva, Twitter, and other companies thriving in the social era are operating by the rules of the Social Era. Most organizations operating today started when companies needed more operating capital. Many organizations still operate by Porter's Value Chain model , where Z follows Y, which follows X.

Banking 18

Banking Business Model Supply Chain Mass Marketing 18

Harvard Business Review

AUGUST 8, 2011

At its 100-year milestone, IBM shows us what it takes to outlast depression, war, and intense competition in order to remain a market leader in the midst of ongoing technological innovation. Sold heavily by IBM's famous sales force, the company's product created the first truly mass market for the personal computer.

Customer Intimacy 16

Customer Intimacy How To Mass Marketing System 16

Harvard Business Review

MAY 26, 2014

The traditional advice, from Clayton Christensen’s work on disruptive innovations and Michael Tushman’s on organizational ambidexterity , is to set up the new activity as a separate unit, reporting to a manager at the corporate headquarters who can sponsor the new activity and help to integrate it with the rest of the company. Strategy'

Mass Marketing 13

Mass Marketing Brand Disruptive Innovation Advice 13

Harvard Business Review

JUNE 15, 2017

General Motors, once the world’s largest car maker, has decided to stop selling vehicles in India by the end of 2017, since it considers its India operation to be not profitable. For a period of 14 years, General Electric had the same American expat running the India operation, Scott Bayman. Understanding it takes time and focus.

CEO 15

CEO Long-term Short-term Mass Marketing 15

Harvard Business Review

NOVEMBER 4, 2011

Problem is: their professional setup costs $30,000 to assemble and a remote operator on a keyboard to run. Seeing a potential revenue stream to fund more research robot development, the team set up a company, BeatBots , to make a very pared-down version with the same look and feel available to the consumer market. The list goes on.

Mass Marketing 13

Mass Marketing CEO Technology Conference 13

Harvard Business Review

APRIL 23, 2013

In February, as part of an FAA spending bill, Congress ordered the agency to develop rules by 2015 that would allow military, commercial, and privately-owned drones to operate in U.S. Thus, mass-market drones clearly hold potential for what Paul Nunes and I call "big bang disruption." Government Innovation Technology'

Mass Marketing 8

Mass Marketing Technology Long-term Innovation 8

Harvard Business Review

APRIL 15, 2014

Consider investing more per customer, rather than investing in the operations that deliver quality. For example, in evaluating an automated digital legal service, you might have actual lawyers working behind the scene to deliver the service to test the market need first. Innovation Product development Risk management Tech industry'

Brand 9

Brand Products Productivity Mass Marketing 9

Harvard Business Review

JULY 25, 2016

They then moved into the luxury market where they applied plenty of competitive pressure with the Model S. And recently they announced the final part of their plan: a mass-market vehicle costing around $30,000 that quickly racked up years worth of pre-orders. What will the integrated electric car and solar future look like?

Strategy 8

Strategy Automotive Mass Marketing Business Model 8

Harvard Business Review

JANUARY 11, 2017

The companies that are most vocal about environmental and social issues tend to be big, mass-market brands — well-known retailers , consumer products giants , and tech firms that are telling a new story to consumers who increasingly care about sustainability. I’ll then discuss some of LVMH’s challenges. ”

Supply Chain 8

Supply Chain Payback Period Brand Energy 8

Harvard Business Review

APRIL 29, 2016

Their developers focus on meeting operational and environmental requirements, caring little about the physical appearance or user experience of a dashboard- or engine-compartment-mounted device that monitors vehicle data. Enterprise IoT buyers seldom require great design, because most often the buyer is not the product’s end user.

Technology 8

Technology B2B B2C Mass Marketing 8

Harvard Business Review

AUGUST 2, 2016

On Monday Uber said that it is selling its operation in China to a rival Chinese ride-sharing company whose CEO was in that foreshadowing photo. Kalanick gets the same on Didi Chuxing’s board, and Uber gets around a 20% share of the Chinese company, which will run Uber’s Chinese operation as a separate brand.

Marketing 8

Marketing CEO Mass Marketing Price 8

Harvard Business Review

JUNE 7, 2013

While every other player in the electric car space was focused on innovating individual pieces — vehicles, batteries, charge spots — Better Place''s strategy was unique in innovating the larger puzzle to deliver an affordable drive-anywhere, anytime solution. Note to Tesla owners: you are not the mass market).

Mass Marketing 9

Mass Marketing Transportation Depreciation Short-term 9

In the CEO Afterlife

FEBRUARY 13, 2017

Corporate giants dominated markets and gobbled up competitors; along the way they failed to cope with rapid change. Their competitive edge eroded because the people at the top, who considered themselves the corporate brain, failed to adapt or innovate. The brain viewed the masses below it as the muscle. Does it inspire?

Mass Marketing 100

Mass Marketing Bureaucracy Entrepreneur Class 100