Sunday, December 09, 2007
UNCTAD
The Set of Multilaterally Agreed Equitable Principles and Rules for the Control of Restrictive Business Practices (www.unctad.org)
Saturday, December 01, 2007
Climate Change - The Stern Review
Statistics of the Human Development Report - http://hdr.undp.org/en/statistics/
Corruptions Perceptions Index - http://www.transparency.org/policy_research/surveys_indices/cpi/2007
http://news.yahoo.com/s/nm/20071127/ts_nm/un_development_index_dc
Sunday, November 11, 2007
Value Pricing and the Economic Perspective
The traditional economic approach to product pricing is driven by a small handful of factors, as shown. http://harvardbusinessonline.hbsp.harvard.edu/b02/en/common/item_detail.jhtml?id=597028
Saturday, November 10, 2007
Pareto Optimal
Pareto optimal: no other allocation can make one better off without making the other worse off.
Given a set of alternative allocations of, say, goods or income for a set of individuals, a movement from one allocation to another that can make at least one individual better off without making any other individual worse off is called a Pareto improvement. An allocation is Pareto efficient or Pareto optimal when no further Pareto improvements can be made.
Given a set of alternative allocations of, say, goods or income for a set of individuals, a movement from one allocation to another that can make at least one individual better off without making any other individual worse off is called a Pareto improvement. An allocation is Pareto efficient or Pareto optimal when no further Pareto improvements can be made.
Coca-Cola's New Vending Machine (A): Pricing to Capture Value, or Not?
Chairman and CEO M. Douglas Ivester stumbles when he tells a Brazilian newsmagazine about a new Coke vending machine that can automatically raise prices in hot weather. Reaction around the world is swift and negative.
Variable-Price Coke Machine Being Tested
http://query.nytimes.com/gst/fullpage.html?res=9804E7D91038F93BA15753C1A96F958260&n=Top/News/Business/Companies/Coca-Cola%20Company
Is a Cold Soda Worth More on a Hot Day?
http://query.nytimes.com/gst/fullpage.html?res=9B01E0D9173BF932A05753C1A96F958260&n=Top/News/Business/Companies/Coca-Cola%20Company
Coke's New Pricing
http://query.nytimes.com/gst/fullpage.html?res=9E07E6D9143BF932A35752C1A96F958260&n=Top/News/Business/Companies/Coca-Cola%20Company
Variable-Price Coke Machine Being Tested
http://query.nytimes.com/gst/fullpage.html?res=9804E7D91038F93BA15753C1A96F958260&n=Top/News/Business/Companies/Coca-Cola%20Company
Is a Cold Soda Worth More on a Hot Day?
http://query.nytimes.com/gst/fullpage.html?res=9B01E0D9173BF932A05753C1A96F958260&n=Top/News/Business/Companies/Coca-Cola%20Company
Coke's New Pricing
http://query.nytimes.com/gst/fullpage.html?res=9E07E6D9143BF932A35752C1A96F958260&n=Top/News/Business/Companies/Coca-Cola%20Company
Monday, November 05, 2007
Tuesday, October 16, 2007
Sunday, September 30, 2007
Sunday, August 19, 2007
How to Brand Private Labels
Price it right: If the price is too low, consumers suspect that corners have been cut. Generally, thesweet spot of pricing is 10% to 20% below national brands
Pay attention to packaging: Make packagingmore distinctive than national brands to set the product apart on the retail shelf.
http://fusionbrand.blogs.com/fusionbrand/2004/05/how_to_brand_pr.html
Pay attention to packaging: Make packagingmore distinctive than national brands to set the product apart on the retail shelf.
http://fusionbrand.blogs.com/fusionbrand/2004/05/how_to_brand_pr.html
Thursday, July 19, 2007
Saturday, July 14, 2007
Turning Great Strategy into Great Performance
7 basic rules for setting and delivering strategy:
Keep it simple, make it concrete.
Avoid long, drawn-out descriptions of lofty goals and instead stick to clear language describing what your company will and won’t do.
Debate assumptions, not forecasts.
Create cross-functional teams drawn from strategy, marketing, and finance to ensure the assumptions underlying your long-term plans reflect both the real economics of your company’s markets and its actual performance relative to competitors.
Use a rigorous analytic framework.
Ensure that the dialogue between the corporate center and the business units about market trends and assumptions is conducted within a rigorous framework, such as that of “profit pools.”
Discuss resource deployments early.
Create more realistic forecasts and more executable plans by discussing up front the level and timing of critical deployments.
Clearly identify priorities.
Prioritize tactics so that employees have a clear sense of where to direct their efforts.
Continuously monitor performance.
Track resource deployment and results against plan, using continuous feedback to reset assumptions and reallocate resources.
Reward and develop execution capabilities.
Motivate and develop staff.
Following these rules strictly can help narrow the strategy-to-performance gap.
Keep it simple, make it concrete.
Avoid long, drawn-out descriptions of lofty goals and instead stick to clear language describing what your company will and won’t do.
Debate assumptions, not forecasts.
Create cross-functional teams drawn from strategy, marketing, and finance to ensure the assumptions underlying your long-term plans reflect both the real economics of your company’s markets and its actual performance relative to competitors.
Use a rigorous analytic framework.
Ensure that the dialogue between the corporate center and the business units about market trends and assumptions is conducted within a rigorous framework, such as that of “profit pools.”
Discuss resource deployments early.
Create more realistic forecasts and more executable plans by discussing up front the level and timing of critical deployments.
Clearly identify priorities.
Prioritize tactics so that employees have a clear sense of where to direct their efforts.
Continuously monitor performance.
Track resource deployment and results against plan, using continuous feedback to reset assumptions and reallocate resources.
Reward and develop execution capabilities.
Motivate and develop staff.
Following these rules strictly can help narrow the strategy-to-performance gap.
Friday, July 13, 2007
The Strategy Process: Making the Link with People and Operations
Wednesday, July 11, 2007
Where the Performance Goes [Turning Great Strategy into Great Performance]
Friday, June 29, 2007
Strategies for Two-Sided Markets
The crucial strategy question is, Which side should you subsidize, and for how long?
Users will pay more for access to a larger network, so margins improve as user bases grow. In traditional businesses, growth beyond some point usually leads to diminishing returns: Acquiring new customers becomes harder as fewer people, not more, find the firm's value proposition appealing.
{ Networked Markets / Side 1 / Side 2 / Platform Providers }
Cross-side network effects: If the platform provider can attract enough subsidy-side users, money-side users will pay handsomely to reach them.
Same-side network effects: snowballing pattern, when drawing users to one side helps attract even more users to the same side.
Users will pay more for access to a larger network, so margins improve as user bases grow. In traditional businesses, growth beyond some point usually leads to diminishing returns: Acquiring new customers becomes harder as fewer people, not more, find the firm's value proposition appealing.
{ Networked Markets / Side 1 / Side 2 / Platform Providers }
Cross-side network effects: If the platform provider can attract enough subsidy-side users, money-side users will pay handsomely to reach them.
Same-side network effects: snowballing pattern, when drawing users to one side helps attract even more users to the same side.
Monday, June 18, 2007
Charting the strategy
Drawing a strategy canvas - 1. strategic profile of industry, 2. strategic profile of current/potential competition (which factors to invest in strategically), 3. company's strategic profile (the value curve)
Focus - setting the agenda;
Divergence - look for uniqueness; value curves of innovators' strategies always stand apart; create new factors;
Compelling tag line - strong and authentic; (Southwest Airlines: "The speed of the plane at the price of the car - whenever you need it.")
4 steps of visualizing strategy - visual awakening, visual exploration, visual strategy fair, and visual communication
Value innovation is about offering unprecedented value, not technology or competencies, and not the same as being first to market -- achieved through a combination of eliminating features, creating features, and reducing and raising features to levels unprecedented in their industries. A radically different value curve is difficult for incumbents to imitate, and the volume advantages that come with value innovation make imitation costly. 3 platforms on which value innovation can take place: product, service, and delivery.
Pioneers - value innovations. Migrators - value improvements. Settlers - me-too products.
Focus - setting the agenda;
Divergence - look for uniqueness; value curves of innovators' strategies always stand apart; create new factors;
Compelling tag line - strong and authentic; (Southwest Airlines: "The speed of the plane at the price of the car - whenever you need it.")
4 steps of visualizing strategy - visual awakening, visual exploration, visual strategy fair, and visual communication
Value innovation is about offering unprecedented value, not technology or competencies, and not the same as being first to market -- achieved through a combination of eliminating features, creating features, and reducing and raising features to levels unprecedented in their industries. A radically different value curve is difficult for incumbents to imitate, and the volume advantages that come with value innovation make imitation costly. 3 platforms on which value innovation can take place: product, service, and delivery.
Pioneers - value innovations. Migrators - value improvements. Settlers - me-too products.
Friday, June 15, 2007
Marketing: Customer Intimacy and Other Value Disciplines
operational excellence - superb/lean/efficient operations, reasonable quality at competitive prices with minimal inconvenience (FedEx, American Airlines, Wal-Mart, Dell Computer)
customer intimacy - segmenting and targeting markets precisely, tailoring to match specific demands of those niches, so to build long term customer loyalty. The business processes stress flexibility and responsiveness. (Nordstrom, Home Depot, Staples, Ciba-Geigy, Kraft, Frito-Lay)
product leadership - strong in innovations, brand marketing and commercialize ideas quickly, relentlessly pursue new solutions to solved problems, lifetime value concepts, products/services that consistently enhance customer's use, thereby making rival's goods obsolete (Johnson & Johnson, Nike)
... pick one value discipline and vigoriously pursue it while meeting industry standards in the other two ...
customer intimacy - segmenting and targeting markets precisely, tailoring to match specific demands of those niches, so to build long term customer loyalty. The business processes stress flexibility and responsiveness. (Nordstrom, Home Depot, Staples, Ciba-Geigy, Kraft, Frito-Lay)
product leadership - strong in innovations, brand marketing and commercialize ideas quickly, relentlessly pursue new solutions to solved problems, lifetime value concepts, products/services that consistently enhance customer's use, thereby making rival's goods obsolete (Johnson & Johnson, Nike)
... pick one value discipline and vigoriously pursue it while meeting industry standards in the other two ...
Sunday, June 10, 2007
MBA: Marketing Strategy/Policy + Strategic Management
Information Technology Management was completed. Marketing Strategy/Policy and Strategic Management are now started. Also, enrolling into Business Simulation for the summer semester.
Strategic Issue - Each level of strategy must be consistent with - and therefore influenced and constrained by - higher levels within the hierarchy. The 3 major levels of strategy in most large, multiproduct organizations are (1) corporate strategy, (2) business-level strategy, and (3) functional strategiess focused on a particular product-market entry.
A strategy is a fundamental pattern of present and planned objectives, resource deployments, and interactions of an organization with markets, competitors, and other environmental factors.
Strategic Issue - Each level of strategy must be consistent with - and therefore influenced and constrained by - higher levels within the hierarchy. The 3 major levels of strategy in most large, multiproduct organizations are (1) corporate strategy, (2) business-level strategy, and (3) functional strategiess focused on a particular product-market entry.
A strategy is a fundamental pattern of present and planned objectives, resource deployments, and interactions of an organization with markets, competitors, and other environmental factors.
Monday, April 23, 2007
Training: Leadership Through People Skills
Training: Leadership Through People Skills
http://www.q4solutions.com/dimen.htm
Dimensional® Model of Behavior™
http://www.q4solutions.com/dimen.htm
Dimensional® Model of Behavior™
Sunday, April 15, 2007
Monday, February 12, 2007
Thursday, January 11, 2007
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