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Apparently, negotiations often fail because participants spend too much time focussing on tactics and deal design, paying too little attention to the so-called third dimension, setup.
It has become increasingly popular to measure such things as customer loyalty, employee satisfaction and other non-financial factors that are believed to affect profitability. But the benefits such measures can undoubtedly provide are often not fully realised. Based on broad-reaching research, the authors point out the things companies typically do wrong and make some suggestions on how to do it right.
The article, written by the Treasurer of Pfizer, describes how knowledge-based companies need to maintain a high level of cash to enable them to fund their intangible assets, such as their research activities, during periods where cash flow is down.
From the HBR Case Study series, a European-based software company is hoping to recruit a hotshot from the US to come and work in their German headquarters. However, she is making salary demands that would put her package above that of her immediate boss, and as much as he wants to hire her, he doesn´t like that thought at all. The Head of HR has to decide what kind of compensation package to offer. Four experts give their opinion.
James R. Stengel / Andrea L. Dixon /Chris T. Allen
Procter & Gamble may be known as leaders in marketing and market research, but when it came to listening to their own employees, some major deficits were uncovered. The authors report on how they taught P&G to start hearing their employees again – with positive effects on morale and profits.
How often have you taken advice on what to buy in the corner shop, only to drive to the discount store to buy the item? Well, you´re not alone. Many company selling strategies are breaking down because customers are not staying in the buying channels that were designed for them. The authors propose dealing with this by taking a fresh look at how shoppers really behave.
How valid is an international sports tournament, with employee participation, for motivation? Can such an event foster team spirit amongst those not directly involved in the tournament? Do the possible benefits increase during a merger process, as integration across company and international borders becomes more important? An HBR journalist followed such a tournament, put on by DHL Europe and writes about what he saw.
So much has been written about leadership in recent years that the subject of management has been somewhat ignored. Few people aspire to being a good manager anymore, they all want to be a great leader. But the separation of one from the other is dangerous – management without leadership is uninspired, leadership without management is reckless. The authors have defined five mindsets belonging to good management and describe them here.
A decade ago, globalisation appeared unstoppable. Today the picture looks different, with icons such as Coca-cola questioning the idea in its purest form. The article looks at why things are turning against a strategy that minimalised differences, and proposes one that exploits them instead.
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