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B2B Companies Far Behind on Social Media Strategies

Idea posted: August 2019
  • Strategy
  • Innovation & Entrepreneurship
  • Marketing

While for B2C companies, using social media to acquire and exchange knowledge with customers and internally is all the rage, new research reveals that many B2B companies fail to see the potential of social media – and even when some managers see the potential, the company fails to provide support for social media initiatives.

Idea #747
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Photo by Steve Halama on Unsplash

Staying Competitive Today While Preparing Full-On for Future Success

Idea posted: July 2019
  • Strategy
  • Innovation & Entrepreneurship

Companies must be ambidextrous: they must focus on winning the present while at the same time laying the foundation to win the future. The challenge is that emphasizing one priority can undermine the second. A recent study offers some guidelines for overcoming the challenge of ambidexterity by examining key factors – sometimes complementary, sometime conflicting – that enable companies to focus on the present and the future.

Idea #748
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Image by rawpixel from Pixabay

Existing Customers and Home Markets Drive Growth

Idea posted: June 2019
  • Strategy
  • Marketing

The biannual Duke Fuqua CMO survey highlights growth strategies that are inward-focused, as well as incorporating the strengthening of marketing capabilities, a significant increase in strategic channel partnerships, continued growth in social media spending, and the continuing emergence of AI.

Idea #741
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Illustration from the 1855 edition of La Fontaine's Fables

Fast-Slow Strategy-Making in Adaptive Organizations

Idea posted: February 2019
  • Strategy

An adaptive company uses a dynamic collaborative learning system to merge the ‘fast’ experience and insights from front-line operational managers with the ‘slow’ analytical reasoning of corporate strategists to chart the company’s best path to future success.

Idea #731
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Less Competitive Pressure Leads to Less Innovation

Idea posted: December 2018
  • Strategy
  • Innovation & Entrepreneurship
  • Leadership & Change

Taking advantage of the suddenly reduced threat of hostile takeovers of Delaware-incorporated companies, two researchers demonstrate the significant reduction of innovation efforts when competitive pressure is eased. In short, less competition leads to less innovation.

Idea #723
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The Sleep of Reason Produces Monsters (detail), Francisco Goya (Courtesy: The Nelson-Atkins Museum of Art, Kansas City, Missouri)

How to Fight Off an Upstart with a New Business Model

Idea posted: October 2018
  • Strategy
  • CSR & Governance
  • Innovation & Entrepreneurship


Faced with a new competitor with a new business model, incumbents can respond with different strategies based on sharing (co-deployment) or moving (re-deployment) their resources.

Idea #716
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Source: Pexels

Re-Entering a Foreign Market: Part 2 - Speed

Idea posted: May 2018
  • Strategy
  • Operations

Prior experience impacts the speed with which multi-national enterprises re-enter foreign markets they previously exited — although as time passes, the environmental context of the market becomes more important.

Idea #707
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Source: Pexels

Re-Entering a Foreign Market: Part 1 - Operation Mode

Idea posted: May 2018
  • Strategy
  • Operations

When multinational companies re-enter a foreign market, the key strategic decision is choosing whether to change the operation mode (e.g. distribution partnership, joint ventures, fully owned operations) from their previous experience in the market. A new study finds that the motives of their original decision to exit the market has a great impact on whether they choose the same operation mode or escalate (e.g. from distribution to manufacturing) or de-escalate (e.g. from fully owned operations to joint ventures) their commitment.

Idea #706
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Photo by Erik Eastman on Unsplash

Industry Disruption: Sequence and Timing of Responses Are the Key to Survival

Idea posted: March 2018
  • Strategy

In the case of major industry disruption, successful companies survive through a well-orchestrated series of strategic moves. New research shows that the sequence and timing of those moves can make the difference between failure and success. 

Idea #698
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Rupert Murdoch at the World Economic Forum, 2009 (Source: Wikimedia Commons)

Extravert CEOs and Strategic M&A Decisions

Idea posted: January 2018
  • Strategy
  • Leadership & Change

New research based on 2800 corporate CEOs shows that extraverted CEOs are more likely to engage their firms in the uncertainty of M&A activities, proving that CEO personality can drive firm behaviour. However, under certain conditions, the situation dictates the options available to CEOs, regardless of their personalities. Thus, for example, even less extraverted CEOs make more acquisitions in highly competitive industries.

Idea #686
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St George Kills the Dragon, Edward Burne-Jones, 1866 (Courtesy: Art Gallery of New South Wales)

How to Make and Keep Customers Grateful

Idea posted: January 2018
  • Strategy
  • Innovation & Entrepreneurship
  • Marketing

Forget discounts. Customers perceiving a genuine effort by companies to invest in the customer relationship will feel grateful toward the company — an emotion that leads to overall (and longer lasting) customer satisfaction.

 

Idea #688
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Cincinnati, USA. Photo by Jordan Andrews on Unsplash

In Uncertain Times It's Best to Have Fewer Industry Experts on a Board

Idea posted: September 2017
  • Strategy
  • CSR & Governance

Having domain experts on boards is often touted as an advantage. New research shows, however, that too many experts from a company’s industry can actually hinder a board’s efforts in times of strategic uncertainty.

Idea #672
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Sugar Factory with clean vapor emission, Minas Gerais, Brazil, 2007 (Source: Wikimedia Commons)

Meeting Sustainability Priorities in Competitive Operational Strategies

Idea posted: August 2016
  • Strategy
  • CSR & Governance
  • Operations

Environmental and social sustainability priorities can be integrated with traditional priorities to varying degrees. Companies competing on innovation, for example, are more open to environmental and social sustainability than companies competing on price. Yet for all companies, environmental and social sustainability priorities play an increasingly greater role in their success.

Idea #618
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Official U.S. Navy Imagery – a sailor presents his girlfriend with an engagement ring (Source: Wikimedia Commons)

The Competitive Implications of Customer Expectation

Idea posted: July 2016
  • Strategy
  • Marketing

Past research has shown that products and services that don’t fit specific market categories are more likely to fail in the marketplace. A new study demonstrates that even a product with all the attributes of its category can fail. To truly understand the competitive dynamics of its market, a company needs to look beyond categories, and focus on the customer expectations that underlie those categories. 

Idea #612
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British generals, during the Battle of Gazala, 1942 (Source: Wikimedia Commons)

The Power of Scenarios to Open New Perspectives

Idea posted: February 2016
  • Strategy
  • CSR & Governance
  • Innovation & Entrepreneurship
  • Learning & Behaviour

Well-known as a strategic planning tool, the scenarios methodology can drive potent academic research that shatters assumptions and reveal radical new perspectives on major issues and problems.

Idea #582
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fMRI brain scan, 2010 (Source: Wikipedia Commons)

Why the Best Strategic Thinkers Are Both Rational and Emotional

Idea posted: December 2015
  • Strategy
  • Learning & Behaviour

The brain, through the magic of fMRIs (neuroimaging procedures), tells the true story of how the best strategic thinkers think: they deactivate their rational, linear prefrontal cortex, and activate the older, intuitive-sensing parts of the brain that triggers emotions and social awareness — the same parts of the brain on which creative artists draw their inspiration. Move over, Porter. Make room for Picasso. 

Idea #574
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Adapt Your Choice of Product-Related Services to the Industry Life Cycle

Idea posted: July 2015
  • Strategy
  • Marketing

Different types of services — from ‘complementary smoothing’ services such as maintenance support to ‘substituting’ services such as leasing arrangements — can be more or less effective depending on the current phase (early ferment, middle transition, or late mature) in the life cycle of the product’s industry.

Idea #531
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Playing cards from the French Republic (1793-94), revolutionary images replace Kings and Queens

The Role of Identity When an Organization's Purpose Changes

Idea posted: May 2015
  • Strategy
  • Marketing
  • Operations

How do organizations respond to multiple business logics with conflicting sets of rules and norms? New research based on a study of four French business schools reveals that institutional and organizational identities will guide an organization’s response.

Idea #514
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When Does Downsizing Hurt Customer Satisfaction?

Idea posted: April 2015
  • Strategy
  • Marketing
  • Operations

Past research based on B2B industries show an intuitive link between downsizing the workforce and lower customer satisfaction. A new study focused on B2C industries reveals that the link is more complex, depending on factors such as organizational slack, labour productivity, and the emphasis on innovation. The study does confirm that downsizing reduces customer satisfaction, which then reduces financial results.

Idea #507
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Five gantry cranes, built at ZPMC, destined for Hamburg, on the vessel Zhen Hua 20, 2007 (Source: Wikimedia Commons)

A Lesson from China: Growth Is Not Eternal So Be Prepared

Idea posted: March 2015
  • Strategy
  • Finance
  • Leadership & Change
  • Marketing

Shanghai Zhenhua Heavy Industries (ZPMC) was a high-flying builder of large-scale container cranes whose decisions — such as lifetime guarantees on all parts and ambitious diversification — reflected a belief that growth would last forever. It didn’t.

Idea #495
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Harness Big Data Using Visualisation Software Tools

Idea posted: January 2015
  • Strategy
  • Innovation & Entrepreneurship
  • Marketing
Institutions: NUS Business School

The phrase “big data” puts the emphasis on quantity — and it’s true that the data available in the world continues to grow exponentially every year. But for businesses wanting to make the most of big data, it’s not quantity that counts, but what you do with the data. Companies are losing millions of dollars because they are not fully exploiting the data they are already gathering. Given the complexity of big data, visualisation software tools are required to help companies avoid this mistake.

Idea #474
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Shanghai Xin Tian Di, photo by Motohiko Tokuriki, 2010 (Source: Wikimedia Commons)

Why Increasing Demand Is Not Always the Answer to New Competition

Idea posted: October 2014
  • Strategy
  • Marketing

Faced with a new competitor in the market, an incumbent company is usually expected to respond by investing more into its products to offer products that will please more customers. However, new research shows that a higher product investment in response to competition is not necessarily the best answer. The reason: new entrants may change the incumbent’s return on investment trade-off.

Idea #450
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Markdown Vs Everyday-Low-Prices: The Impact of Regret and Availability Misperceptions

Idea posted: October 2014
  • Strategy
  • Learning & Behaviour
  • Marketing

The behavioural motives of consumers — such as regret over buying too soon or too late and misperceptions about the product’s future availability — should be considered as companies develop their optimal pricing and inventory strategies.

Idea #453
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Marion A. Trozzolo (1925 –1992) was an innovator, inventor, entrepreneur and  the first manufacturer of teflon coated cookware (Source: Wikimedia Commons)

Should Technology Innovators Participate in the Commercialization Process?

Idea posted: October 2014
  • Strategy
  • Innovation & Entrepreneurship
  • Marketing
  • Operations

Conventional wisdom has it that technology based entrepreneurs are better off commercializing their product by contracting with an incumbent (i.e. licensing). But this trade-off may not always be optimal, because if the innovator can learn from its own commercialization experience, albeit losing some profit initially, it could avoid making the same trade-off with future innovations, thus securing long-term profitability. Alternatively, joint commercialization may be the best approach.

Idea #448
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Stock trading on the New York Curb Association market, with brokers and clients signaling from street to offices, 1916 (Source: Wikimedia Commons)

The Impact of Ideal Vs Problematic Shareholders

Idea posted: October 2014
  • Strategy
  • CSR & Governance
  • Finance

In an ideal world, companies would spend significant time managing their shareholder base, striving to attract the ideal shareholder: a shareholder with a long-term investment horizon who will allow the company to make long-term investments and not push for short-term results. Shareholders with short-term investment horizons drag down share prices or increase their volatility by focusing on short-term results.

Idea #447
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What Your Company Can Learn from Supercompetitors

Idea posted: October 2014
  • Strategy
  • Finance
  • Operations

Competitive strategy is no longer about assets, positions and economies of scale. Supercompetitors such as IKEA or Amazon build on distinctive capabilities that are scalable and relevant to offer one single powerful value proposition that transforms their industries.

Idea #445
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Yellow-Red-Blue, Wassily Kandinsky, 1925, Musee National Art Moderne, Paris

Is There an Open Business Model Right for Your Company?

Idea posted: August 2014
  • Strategy
  • Innovation & Entrepreneurship

As open business models, in which knowledge, competencies and resources from external firms are integrated into the business model of a company, become more widespread, companies with traditional closed business models are striving to determine if they should follow suit, and when. By understanding the antecedents of open business models — the internal and external factors that encourage or require the move to openness — companies can make a more informed decision on whether (and when) to change and adapt their business models.

Idea #432
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The Mexican Stock Exchange (Source: Wikimedia Commons)

Why Companies from Emerging Markets Are Putting the Heat on Multinationals

Idea posted: August 2014
  • Strategy
  • Marketing

While multinational corporations typically establish their dominant competitive advantage thanks to their position in the industry and/or access to strategic resources, somehow firms from emerging markets who have neither of these advantages are beginning to dominate globally — or at least compete for domination — in their industries. The reason: while MNCs compete on position or possession, the emerging MNCs are competing on action. They have developed innovative business models, often as a direct result of conditions in their home markets, that give them the edge. 

Idea #427
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How to Turn a Product-Focused Company into a Platform Business

Idea posted: August 2014
  • Strategy
  • CSR & Governance

The transition from a product-based company to a platform-based company will have a major impact on your organizational identity: how organizational members conceive of who you are. Understand the fundamental shift and broaden that identity while staying true to your values.

Idea #422
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Naremon Thepchai Theatre production of Arthur Miller's 'Death of a Salesman', 1971(Source: Wikimedia Commons)|

Do Your Managers’ Responses to Market Results Damage Profits?

Idea posted: August 2014
  • Strategy
  • Leadership & Change
  • Marketing
  • Operations

Self-serving biases can lead managers to make less than optimal decisions when faced with poor results. This can hurt profits as their biases lead to the wrong quality and price responses to market results. However, forward looking executives can take steps to pre-emptively counter those biases when they make their initial price and quality improvement decisions.

Idea #423
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