Harvard Business Review

OCTOBER 3, 2011

In January 1980, Harvard's Ted Levitt wrote an article titled " Marketing Success Through Differentiation of Anything." Levitt argued that products were more complicated to consumers than most manufacturers considered. He pointed out that the basic product qualities (i.e., a phone needs to make a call) get a product to market.

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Levitt Succession Wireless Franchising 15

Harvard Business Review

OCTOBER 18, 2016

In 1960, Harvard professor Theodore Levitt published a landmark paper in Harvard Business Review that urged executives to adapt by asking themselves, “What business are we really in?” There has been probably no company that’s transcended as many technology cycles as IBM. Jennifer Maravillas for HBR.

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Company Levitt Succession Agility 8

Harvard Business Review

MAY 5, 2016

Grove’s 1980 question remains as ruthlessly relevant to C-suites as Ted Levitt’s 1960 classic, “What business are you in?” Stagnant growth in its core PC market recently led Intel to announce layoffs of roughly 12% of its workforce. ” or my “Who do you want your customers to become?”

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Levitt Disaggregation Kaizen Call Center 8

Harvard Business Review

OCTOBER 11, 2012

It serves as a great introduction to other works by modern writers like Malcolm Gladwell and Steven Levitt, who translate theories from the social and physical sciences into everyday life. Christensen, The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail. Covey, The Seven Habits of Highly Effective People.

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Books Cialdini Christensen Collins 22

Harvard Business Review

JANUARY 7, 2015

Take the case of IBM’s Watson , a cognitive-computing technology that allows humans to make sense of large volumes of data. In the old days, IBM may have opted to leverage Watson’s unique potential on its own and used it to reinforce the company’s prevailing position in software and technology.

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Levitt Real Estate Business Model Early Adopters 8

Harvard Business Review

SEPTEMBER 18, 2012

Consider another example made famous in Levitt and Dubner's Freakonomics. When Infosys Technologies hands out awards to recognize exceptional performance, it invites the nominees to present their work to a big audience that includes management council members and employees from all locations.

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Motivation Levitt Letter Business Objectives 17

Harvard Business Review

OCTOBER 11, 2012

It serves as a great introduction to other works by modern writers like Malcolm Gladwell and Steven Levitt, who translate theories from the social and physical sciences into everyday life. Christensen, The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail. Covey, The Seven Habits of Highly Effective People.

Books 18

Books Cialdini Christensen Collins 18

Harvard Business Review

JANUARY 26, 2015

Then one of the engineering executives, a fracking enthusiast and unconventional extraction technologies champion, spoke up. With apologies to Ted Levitt , a new “Marketing Myopia 2.0” What customer would matter most in five years? The wide-ranging English/Russian debate raged for 20 minutes. ” has emerged.

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Disruptive Innovation Levitt Tourism Incentives 8

Harvard Business Review

JUNE 14, 2017

The late economist and marketing professor Theodore Levitt famously said “People don’t want to buy a quarter-inch drill, they want a quarter-inch hole.” It requires significant changes in business models, staffing and management approach. But we believe it’s the only option.

Health Care 9

Health Care Levitt Pharmaceuticals Competitive Advantage 9

Harvard Business Review

MARCH 21, 2014

Decades ago, Harvard professor Theodore Levitt popularized the rationale behind why people buy quarter-inch drill bits: “People don’t want quarter-inch bits. Technology advancements are quickly outpacing traditional use cases, making the design and development of meaningful products harder than ever. They want quarter-inch holes.”

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Levitt Early Adopters Productivity Products 8

Harvard Business Review

NOVEMBER 18, 2015

Bower “ Disruptive Technologies: Catching the Wave ” introduced the idea of disruption to the mainstream market. 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.

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Disruptive Innovation Christensen Levitt Innovation 8

Harvard Business Review

MAY 19, 2015

It follows, then, that the pursuit of potentially disruptive new technologies and business models requires systems thinking, often calling for the innovator to go well beyond the invention of the product itself. The second has to do with scope.

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Strategy Levitt Energy System 8

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. To resolve these contradictions, we had begun pleading with students and clients to look for "jobs to be done."

Ramaswamy 8

Ramaswamy Levitt Prahalad Christensen 8

Harvard Business Review

APRIL 26, 2016

Take, for example, the impact of online technology. For their part, universities viewed sales as “trade-school” stuff and didn’t typically offer sales-related courses. Even when the boom in MBA programs coincided with the rise of Marketing as a discipline, Sales was treated like a stepchild at best. But a lot has changed.

Education 8

Education Levitt Retail Training 8

N2Growth Blog

OCTOBER 7, 2010

Steve Levitt - Author of Freakanomics and Super Freakanomics , Steve was superb. I love creative thinkers and her presentation focused like a laser beam on creativity of thought and approach. My favorite thought by Renee was: “ Success rests on pushing the creativity frontier.

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Blog Collins Blue Ocean Strategy Video 353

Harvard Business Review

MARCH 26, 2013

It could well be that a charismatic candidate who appealed to minorities, made better use of campaign technology, and embraced some modest policy changes (mainly on immigration and gay marriage) could sweep Republicans back into the White House. And because all of us at HBR have A.G. Lafley and Roger L.

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Brand Products Productivity P&L 8