Search results
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Innovation Value Chain (Spanish version)
Hansen, Morten T.; Birkinshaw, JulianArticle HBS-R0706JStrategythe innovation value chain. It comprises the three main phases of innovation (idea generation, conversion, and diffusion) as well as the critical activities performed during those phases (looking for ideas inside your unit; looking for them in other units; looking for them externally; selecting ideas; funding them; and promoting and spreading ideas companywide). Using this framework, managers get an end-to-end view of their innovation efforts. T...Starting at €8.20
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Los CEO con mejor desempeño en el mundo
Hansen, Morten T.; Ibarra, Herminia; Peyer, UrsArticle HBS-R1001HLeadership and People ManagementUna gran cantidad de personas que han culpado a pensar a corto plazo para hacer que nuestros problemas económicos actuales, lo que ha provocado un debate sobre qué ventana de tiempo que debe utilizar para evaluar el desempeño de un director general. Hoy tableros de directores, altos directivos y los inversores intensamente quieren saber cómo manejar los directores generales de los altibajos de los negocios que se ejecutan durante un período prolo...Starting at €8.20
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The Best Way to Name Your Product 2.0 (Spanish version)
Bertini, Marco; Gourville, John; Ofek, ElieArticle HBS-F1105CMarketingAlthough there's ample research to guide marketers in naming new products, little of it has addressed follow-on offerings, even though these make up the bulk of new products in many industries. Companies have two basic strategies to choose from. They can stick with a name, often adding a sequential indicator (PlayStation 2, PlayStation 3), or they can come up with an entirely new name (Nintendo's Wii). Three questions managers should consider whe...Starting at €8.20
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How to Stop Customers from Fixating on Price
Bertini, Marco; Wathieu, LucArticle HBS-R1005F-EMarketingSurprisingly, your best tool for getting customers to see beyond price may be the price itself. New research finds that four pricing moves in particular can cause buyers to stop treating your offering as a commodity and instead consider its quality and relevance to their individual needs. You can change the basis of your pricing structure, as Goodyear did when it priced tires according to how many miles they would last. You can stimulate curiosit...Starting at €8.20
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Pricing to Create Shared Value
Bertini, Marco; Gourville, John T.Article HBS-R1206F-EMarketingMany companies are in competition with their customers to extract as much value as possible from every transaction. Pricing is their weapon of choice, and consumers fight back by rooting out and disseminating pricing policies that seem unfair. The problem is that companies generally think of value as a pie that is rightfully theirs. But value is not fixed, and it neither originates with nor belongs solely to the firm. Without a willing customer, ...Starting at €8.20
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When It's Time to Expand Beyond the Base (HBR Case Study and Commentary)
Bertini, Marco; Tavassoli, NaderArticle HBS-R1705N-EMarketingThe new CMO of an extreme-race company is on the hook to come up with a way to further monetize the underexploited brand while also fixing customer pain points related to the registration process. She and the COO propose a premium membership that allows die-hard fans to buy early access to race registration, but tests on social media reveal strong animosity toward the program among some racers. Should the company pull the plug or move forward, po...Starting at €8.20
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When It's Time to Expand Beyond the Base (HBR Case Study)
Bertini, Marco; Tavassoli, NaderArticle HBS-R1705X-EMarketingThe new CMO of an extreme-race company is on the hook to come up with a way to further monetize the underexploited brand while also fixing customer pain points related to the registration process. She and the COO propose a premium membership that allows die-hard fans to buy early access to race registration, but tests on social media reveal strong animosity toward the program among some racers. Should the company pull the plug or move forward, po...Starting at €8.20
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Time for a Unified Campaign (HBR Case Study)
Bertini, Marco; Gourville, John T.Article HBS-R1106X-EMarketingAlegre, a leading hotel group in Central and South America, is suffering under the troubled economy, and its newest property, the flagship Palma Cay in Cozumel, is hurting most. Beatriz Soto, Palma Cay's manager, has a plan to boost bookings, but she doesn't have the money to carry it out. Should corporate headquarters grant her additional funds, despite the company's traditionally decentralized operations? Or should Alegre think about launching ...Starting at €8.20
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Can One Business Unit Have 2 Revenue Models? (HBR Case Study and Commentary)
Bertini, Marco; Tavassoli, NaderArticle HBS-R1503K-EStrategyPeter Noll, a pharmaceutical company division chief, ponders the varying business models of two units that have just merged. Both have for years employed flexible, inventive strategies to good effect, but Noll is inclined to impose a single model on the combined entity. The two unit heads, however, make compelling arguments for being left to do their business as usual. What choice should Noll make? Expert commentary comes from Bodo Eickhoff, of R...Starting at €8.20
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Can One Business Unit Have Two Revenue Models (Commentary for HBR Case Study)
Bertini, Marco; Tavassoli, NaderArticle HBS-R1503Z-EStrategyPeter Noll, a pharmaceutical company division chief, ponders the varying business models of two units that have just merged. Both have for years employed flexible, inventive strategies to good effect, but Noll is inclined to impose a single model on the combined entity. The two unit heads, however, make compelling arguments for being left to do their business as usual. What choice should Noll make? Expert commentary comes from Bodo Eickhoff, of R...Starting at €8.20