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SABRE Newsletter
Strategy
December 2010: Santa Claus – a business genius!
Ok I have to admit I did pretty good this Christmas...lots of great presents but the best gifts Santa brought were my two kids home for the holidays (albeit delayed by snowstorms in Europe and NA). As cool as my 21 and 18 year old appear to be on the outside they still get totally excited about Christmas morning and unwrapping their gifts.
November 2010: Who's Your Daddy?
Who is your primary customer? A simple question that should have a simple response but many businesses struggle with the answer. Trying to have more than one primary customer can often lead to headaches. Home Depot is a case inpoint.
October 2010: Pennywise, Pound Foolish
Using a Conjoint study to establish a beachhead market. Can how a product is launched really produce hugely different results? Read on!
September 2010: The Seven Deadly Sins of Management
A large mineral processing company was receiving endless complaints about the quality of its products. After numerous apologies to customers and much berating of the offending managers there was still no change in the situation. Process meetings were convened, discussion groups started and numerous promises made yet still there was no discernible improvement in the product quality. Was the problem really unsolvable?
August 2010: Who's Responsible for Strategy?
How do you connect good strategy with good execution? Too often strategy is seen as something upper management creates and lower management and workers execute. Using this strategic model means that upper management is charged with coming up with all the good ideas - that's stressful! A good strategy connects each level of management from the CEO to the factory floor or service centre.
July 2010: Market Sensing Change
This moment is likely the most challenging commercial environment that most of us will ever see. The slow return to economic growth is not bringing the return to the old customer environment many of us hoped for. Instead customers that have survived the last three years have irreversibly changed wha...
June 2010: Recover Strong
Research suggests that 85% of market leaders lose their leadership position during a recession. Consider the following: Over a two year period, Sony, in the early stages of the 2000 dot com recession reduced R&D expenditures by 12%. The workforce was chopped by 11% and capital expenditures were slic...
May 2010: Bet on your Future
Business is always evolving. Since strategy is always situation specific a good strategy today may be an awful strategy tomorrow. As any good strategist knows it's important to keep trimming back the weak and underperforming businesses so the stronger ones can survive and thrive. It's called Portfolio management and when it's not done or done poorly bad things happen.
April 2010: Seas of Darkness; Rays of Hope
In 2003 Genentech launched their star product, Xolair, which had proved tobe effective in preventing Asthma attacks. Since Asthma is a pretty wide spread medical condition they were expecting stellar results. The trouble was that after six months there was about 90 degrees of separation between sales projections and actual sales. The next miracle drug was flat lining...well almost.
March 2010: Burnout – the destruction of wealth
In 1987 the Swedish Asea Group merged with the Swiss Brown Boveri Group and formed ABB. In their first two years ABB purchased fifty five companies! ABB continued on this blistering expansion pace for about eight years with more acquisitions and steady growth each year. Then the wheels started to fall off.
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