Price for today and tomorrow
Harvard Business Digital 4/21/2009
by Ouriel Lancry and Darrell Rigby
Most companies need to lower prices in a downturn. But the range of outcomes can vary widely. And pricing decisions made now are likely to affect customers' perceptions for a long time to come. What matters most is how effectively companies manage pricing.
The race for China's electric car
Far Eastern Economic Review 4/20/2009
by Marc Lamure, Serge Hoffmann and Raymond Tsang
In China, as it is globally, electric vehicles enjoy a technology-focused buzz. With new products lined up, the battle has shifted to the marketplace, where Chinese customers' specific needs can no longer be ignored. For any company hoping to do well in this burgeoning market, getting the economics right is going to be critical.
Learning from recession, the Japanese way
BusinessWeek 4/15/2009
by Hiroshi Makioka, Jean-Philippe Biragnet and Mike Booker
Driven by sophisticated consumers, Japanese companies are highly evolved as innovators. And they've been dealing with downturns since Japan's financial crisis began in the 1990s. Demanding consumers and prolonged economic hard times have taught Japanese companies how to adapt, and some are emerging as winners.
Which companies bounce back, post-recession?
Harvard Business Publishing: The Daily Stat 4/8/2009
by Bain Global Strategy practice
Companies that concentrate on their core business dramatically improve their odds of success in a downturn. About 95% of the companies that qualify as "sustained value creators" - those that maintained at least a 5.5% real growth rate in revenue and profit over ten years while earning back their cost of capital - are leaders in their core businesses.
What do customers really want?
Harvard Business Review 4/1/2009
by Eric Almquist and Jason Lee
Most preference-rating tools are flawed because customers have a hard time articulating their true desires. To remedy that problem, companies need a way to help their customers sharpen the distinction between what's "nice to have" and what they "gotta have." Maximum Difference Scaling (or "Max Diff") ratings ask customers to make explicit trade-offs, allowing their real preferences to emerge.
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