India: Strategies for consumer goods
BusinessWeek 6/15/2009
by Ashish Singh, Mike Booker and Sandeep Barasia
To keep consumer goods flying off the shelves in India during the slowdown, companies have to focus on the right products at the right prices.
Tackling Taiwan's mobile market
Far Eastern Economic Review 6/11/2009
by Serge Hoffmann, Jacqui Rowlands and Vinit Bhatia
Taiwan's mobile operators can no longer take their customers for granted. Instead, by resolving customer issues and putting effort into pleasing them by giving them what they really want, mobile operators can squeeze growth out of a stagnant market. The message is simple: showing a little love to customers can go a long way to ring in revenues.
Downturns create an opportunity to strengthen IT
Financial Times 6/8/2009
by Donie Lochan and Sachin Shah
Downturns create opportunities for businesses to take advantage of weaker players and improve their competitive position. Gains made in a downturn are more likely to sustain companies through the next boom cycle. That's why winning companies view IT cost-cutting as a chance to strengthen the business.
Six Sigma at your service
Business Strategy Review 6/1/2009
by Peter Guarraia, Gib Carey, Alistair Corbett and Klaus Neuhaus
Lean Six Sigma is the bedrock of quality initiatives in manufacturing companies. Can this approach be used in service companies? It already is, and Peter Guarraia, Gib Carey, Alistair Corbett and Klaus Neuhaus show how techniques long used by Motorola and Toyota can be used in your company.
Go to Business Strategy Review (subscription required)
Innovation in turbulent times
Harvard Business Review 6/1/2009
by Darrell K. Rigby, Kara Gruver, and James Allen
Too few businesses have creative, right-brain types in leadership positions. That leaves innovation especially vulnerable to unwise cost cutting during hard times. Decisions about slashing versus retaining projects are made by analytic, left-brain leaders unsuited to evaluating innovation portfolios. Savvy companies manage this challenge by creating partnerships at the top that consist of an imaginative, right-brain creative director and a commercially minded, left-brain brand CEO. The authors call these alliances "both-brain" teams.
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