e tenc e ? Four commentators offer expert advice. Reprint R0202AH B R CA S E ST U D Y Stick to the Core—or Go for More? by Thomas J. Waite harvard business review • february 2002 page 1 HBR’s cases, which are fictional, present common managerial dilemmas and offer concrete solutions from experts. COPYRIGHT © 2002 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. Advaark achieved phenomenal success selling one service very well. But now customers are asking
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identification”, Creativity and Innovation Management, Vol. 19, pp. 304-13. Bennett, R. and Cooper, R. (1981), “The misuse of marketing: an American tragedy”, Business Horizons, Vol. 24 No. 6, pp. 51-61. Blazevic, V. and Lievens, A. (2004), “Learning during the new financial service innovation process: antecedents and performance effects”, Journal of Business Research, Vol. 57 No. 4, pp. 374-91. Bowers, M.R. (1989), “Developing new services: improving the process makes it better”, The Journal of Services
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“marketing myopia” resulting in business nearsightedness or shortsightedness. The most important question is therefore, “What business are we really in?” from the perspective of what customer want. What do people really want when they acquire a product or a service? This question directly impacts the strategy and the value proposition definition Companies need to understand the difference between a product and a commodity: • A product is what customer feels about your business • A commodity is anything
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Harvard Business Review The Harvard Business Review has one goal: to be the source of the best new ideas for people creating, leading, and transforming business. Since its founding in 1922, HBR has had a proud tradition as the world's preeminent management magazine, publishing cutting-edge, authoritative thinking on the key issues facing executives. HBR's articles cover a wide range of topics that are relevant to different industries, management functions, and geographic locations. They focus
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expansion of the organisation and it is a necessary step for the firm in order to increase profits and market share, since it is facing a dramatic slowdown in domestic growth. All in all, the internationalization process is not following the core business values that had made Levendary Café successful in the US. Failure to address the situation could end up in: * Damaging the brand image and losing market share in the US. * Resulting in overall losses and failing to succeed in the Chinese
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the preliminary design for the company’s production process in order to make key policy decisions, including what prices to charge, what equipment to order and how many orders to accept, and to determine whether the business can be profitable. Illustration by Jane Simon Business Concept Your idea is to bake fresh cookies to order, using any combination of ingredients that the buyer wants. The cookies will be ready for pickup at your apartment within an hour. Several factors will set you apart
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Organization Theory Name Instructor Course Date 1.0 Title………………………………………………………………………………………2 1.1 Organization theory………………………………………………………………………4 1.2 Strategies of the new firm…………………………………………………………….4 2.0 Organizational structure………………………………………………………………….4 2.1 Organization culture……………………………………………………………………...5 2.2 Missions, visions and values……………………………………………………………..5 2.3 Data……………………………………………………………………………………....5 Organization Theory In this case merging takes place when the two
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Power of Virtual Integration: An Interview with Dell Computer’s Michael Dell by Joan Magretta Harvard Business Review Reprint 98208 The Power of V i r t ua l I n t e g r at i o n : A n I n t e rv i e w w i t h D e l l C o m p u t e r’ s Michael Dell b y J oa n M ag r e t ta H ow do you create a $12 billion company in just 1 3 years? Michael Dell began in 1984 with a simple business insight: he could by- pass the dealer channel through which personal computers were then being
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A whistle-blower’s lawsuit alerts Galvatrens to deep flaws in its system for uncovering misconduct. How should management and the board respond? HBR CASE STUDY Why Didn’t We Know? by Ralph Hasson COPYRIGHT © 2007 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. It was 9:30 in the evening of what had been a very long Friday when the phone rang in Chip Brownlee’s home study. On the line was Arch Carter, the lead director of Galvatrens, the Houston-based consumer products company
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1. Herzberg, F. (1987). One more time: How do you motivate employees?. Harvard Business Review, 65(5), 109-120. http://search.ebscohost.com.suscorp.idm.oclc.org/login.aspx?direct=true&db=bth&AN=8700007903&site=ehost-live&scope=site 2. Livingston, J. S. (1988). Pygmalion in Management. Harvard Business Review, 66(5), 121-130. http://search.ebscohost.com.suscorp.idm.oclc.org/login.aspx?direct=true&db=bth&AN=4403683&site=ehost-live&scope=site 3. Wellins
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