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From the HBR case study series, a software company has recently merged with a systems-integration and consulting company in the hope of creating synergies, particularly in sales. However, signals are coming from major clients that the acquiring company´s sales force and the acquired company´s systems consultants are now getting in each other´s way and pushing clients too hard for business. What should be done? Four experts give their views.
A failure to innovate will lead to a failure to differentiate, which will in turn reduce profits and thus detract investors. This is a dangerous spiral to get into and can only be broken by innovation. However, according to the author, the type of innovation you should be pursuing depends on where you are in your product´s life cycle.
Real growth depends on innovation. Simply acquiring companies to boost a top line is not real growth. The authors describe five ways to improve your ability to innovate even at a time where R & D budgets are under extreme scrutiny.
Channelling your direct marketing investments wisely can be a major competitive advantage. Amazingly, many companies are not good at this and leave a lot of dollars on the table as a result. The authors describe a new method for improving the deployment of these direct marketing resources.
First published in 1960 and now appearing in the HBR “Best of …” series, the article apparently caused much comment back then and was considered revolutionary at the time. Many standard thoughts of modern marketing were first voiced in this article and some of the examples provide an interesting and slightly bizarre feeling of time warp.
Paul F. Nunes / Brian A. Johnson / R. Timothy S. Breene
Apparently, consumer marketers have been so busy fighting for growth in ever-narrower market segments that they have completely missed the appearance of a new mass market of semi-affluent people, which also has its own set of rules for how to exploit it.
Benson P. Shapiro / V. Kasturi Rangan / John J Sviokla
First published in 1992, the article suggests that if CEO´s want to see how their companies are dealing with customers then they should get out of the board room and simply accompany a normal order through the order management process. They may find that their companies are less “customer oriented” than they´d hoped – and discover much potential for improvement.
Most of the focus in leadership discussions is on the CEO. But the most brilliant strategies will never come to fruition without the right kind of input from the middle. This article first appeared in 1982 and looks at what makes a successful middle manager and characterises the types of company where they can flourish.
First published in 1997, the article describes how some companies break free from the pack to succeed by inhabiting new market space, rather than just trying to focus on matching and beating their rivals. The authors call this “value innovation” and this is the article where the term was first used.
After the acquisition orgy seen between 1995 and 2001, the number of alliances and acquisitions being struck slowed considerably in 2002, although this is now showing signs of picking up again. The problem is, measured by shareholder value, most acquisitions and alliances fail.
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