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When it comes to paying top executives, companies love to tie compensation to metrics like revenue growth and market share expansion. After all, these are clear indicators of a company’s size and reach. But while capturing market share can tell a story of growth, they’re not always the best measure of financial health. For example, Uber failed to return a profit for many years, finally turning profitable $1.887 billion in 2023, first…
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What will Gillette do? As a starter, they cut prices by 12%. Good for consumers (and society overall), bad for investors. Competition’s role is to drive prices down and quality up. This is part of the reason private capitalism is better than state-controlled enterprise.
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Our own research—that of Homburg, Jensen, and Hahn—as well as research by Hinterhuber and still other works by Liozu, repeatedly indicated firms that engage sales, marketing finance, and pricing leaders in pricing decisions outperform those that don’t. At this point, we may even call this settled managerial science.
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In The Future of Shopping, a 2011 article by Darrell Rigby—a partner in the Boston office of Bain & Company—sees retail today as part of a 50-year cycle. Rigby writes 150 years ago, the railroads promoted the growth of big cities and the rise of the department store. One hundred years ago, the automobile made possible the shopping center and 50 years ago, we saw the rise of the Big Box category killers.
Read More “As for his real estate properties, my advice would be to divest himself of all his upscale properties. The cash infusion this would generate would encourage Trump to develop a large chain of medium-priced hotels in smaller markets. They would cater to the Trump voting bloc, and could also be very profitable.”
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