By Jonathan Starr and Doug Randall
Businesses increasingly realize that significant growth opportunities are unlikely to come from incremental change.
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By Bernie Jaworski and Mike Morrison
Learning what, when and where it's needed.
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Scenario Thinking for Business Executives and Corporate Boards.
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By Lawrence Wilkinson, Jenny Johnston
There is much to understand about brands, much we need to understand about brands, now and in the future.
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By Jeffrey Rayport
CIOs and CMOs must join forces to address customer interaction challenges -- not from their well-defended functional silos, but together.
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By Bernard Jaworski, Jeffrey Rayport
Technology is taking over front office roles in customer relationship management and sparking a revolution.
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By Tom Nagle, John Hogan
Estimates of customer price sensitivity and willingness-to-pay can sometimes substantially improve both price setting and segmentation.
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By Chris Ertel, Maryln Walton
Almost everybody loves to think about the future, especially people in organizations.
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By Grail Research
Video capturing consumer experiences and perspectives on Mobile Marketing.
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By Jeffrey Rayport
In the rush to save money, many companies are unwittingly pushing their customers through inappropriate "channel pathways.
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By Tom Nagle, Peter Walsh
In too many companies the pursuit of market share has become an obsession, and can actually hurt profitability.
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Josh Lee and Margaret Covell
Overhead is a significant source of financial and managerial headaches for businesses around the world, but perhaps only because most firms lack a plan or system for managing the spending for greater value, writes Josh Lee, a Partner of Monitor Group, in “A Strategic Approach to Overhead Management.”
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