Archives tagged: culture

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Getting Pricing Done with Robert Smith, Eastman Chemical Company

By Tim J. Smith, PhD June 9, 2014

How are leading companies getting pricing done? What kinds of challenges should the pricing function address? Who should be engaged, and with what sorts of tools and techniques? Find out more in this interview with an industry leader.

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Kenichi Ohmae and Pricing Strategy

By Tim J. Smith, PhD January 7, 2014

In his classic 1982 text “The Mind of the Strategist”, Kenichi Ohmae fathered the 3 C’s model of corporate strategy. What can a veteran strategy book tell us about contemporary pricing strategy? Surprisingly, quite a lot.

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The One That Got Away: Nokia and Blackberry Lose a Market

By James T. Berger January 7, 2014

On 1 January 2014, 12 states raised their minimum wages, making 21 states in total that have a minimum wage above the federal rate. What is the effect of this increase in minimum wage rates on pricing?

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Customer Segmentation by Purchasing Process and Strategy Part One

By Pravin Vemuri and Anirban Sengupta January 7, 2014

“You cannot sell on value to everyone. We realized this hard fact of life after a draining annual negotiation with a major Chinese OEM (let’s name them Firm X). At the negotiation we were fighting for multiple lines of businesses.” So what can you do? A closer look at B2B price segmentation on buying behavior.

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Apple Takes a Beating — What Did You Expect?

By Tim J. Smith, PhD February 4, 2013

Apple has had a beating both in the market and the press lately. Despite record quarterly profit, they lost their number-one stock spot to Exxon Mobil. By some prognostications, Samsung is rising in the smartphone market, and Huawei is taking a stronger foothold on the price-sensitive emerging-market field, while Apple is stumbling. Well, for those who failed to sell Apple at above $700 prices and now see it below $450, what did you expect?

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Is Your Board of Directors Considering the Right CEO Strategic Business Priorities?

By David Dalka February 4, 2013

Business guru Harvey Mackay stated, “The Japanese have a very simple way of describing the typical American marketing plan: READY? FIRE! AIM.” Sadly little has changed in American business. This is a major reason why the American economy is in constant crisis, and obsolete marketing departments built on late twentieth-century dogma now resemble the spending habits of Communist central planning: disconnected from reality, economically inefficient and lacking accountability to the right things.

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Don’t Look for Nissan’s new “World Car” to be Seen on U.S. Roads

By James T. Berger October 3, 2012

Theodore Levitt in his monumental “Globalization of Markets” treatise predicted the future of international marketing will be the truly “global product.” He envisioned products that everybody in the world could use and not worry about such products being customized to any nationality or culture. Everybody would understand how to work the product and not even have to worry about language and directions. Well, the future is now!

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Launching LeBron X Nike Plus at a $300 + Price Target: An Evolving Case in Price Communication and Public Relations

By Tim J. Smith, PhD September 4, 2012

This fall, Nike is rumored to be launching the above $300 LeBron X Nike Plus basketball shoes. What was expected to be a highly promising product launch has morphed into a management and political quagmire regarding its high price, potential violence, and target market abuse. What should Nike do?

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How Core Values Drive Performance

By John R. Treace July 2, 2012

Are core values, and the company culture they support, the most important ingredient in achieving predictability and consistency in the sales actions that bring about the sales results we want.

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For Wireless Carriers, “Customer-centricity” is the key to unlocking Potential and Profits

By Kamesh Chelluri July 2, 2012

During the first century of its existence, the Telecom industry’s Operating model remained relatively simple and vertically integrated. Today, Heterogeneous Networks enable Customers with “seamless mobility”. How does this affect the strategy needed to compete?

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