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Case Study On Protecting A Company’s Intellectual Property
By: Jim Gitney
You are the CEO of a small company that has a retail product with patent rights. A very large department store chain sends one of your company’s products to China and begins buying a knock off from a Chinese manufacturer. When confronted by the company, the buyer tells you: “Your problem is with the Chinese manufacturer, not me, sue them”. How do you protect your rights, against customers or manufacturers who have very deep pockets, without losing all of their business and spending a huge sum of money? …Read MoreThis entry was posted in Case Studies, Manufacturing and Distribution, Market Effectiveness, Strategy 5.0, Supply Chain Optimization, on November 2, 2011 -
Marketing and Sales: A Holistic Approach to New Channel Development
By: Admin
To gain a competitive edge, every project needs to take a holistic approach to new channel development. Changes in one process or program will weave its way throughout an organization and its markets. When making changes to the marketing and sales channels, some work needs to be done early in the project to assess the implications of change. Failure to consider this may cause irreparable damage to the company’s sales, clients and reputation in the marketplace. In new channel development, the company knows current markets well and has setup programs and processes to support the existing channels. When a new channel is contemplated, there are many interrelated issues that must be dealt with. They include: …Read MoreThis entry was posted in Global Initiatives, Manufacturing and Distribution, Market Effectiveness, Strategy 5.0, on September 11, 2010 -
Picking The Right Consultant
By: Jim GitneyOver the last few years, cutbacks have significantly reduced the level of expertise in many areas. Most companies are using more and more temporary resources for their business needs in all areas of their business. This is more cost effective and provides a company the ability to strategically acquire special resources when needed. But, how do you effectively manage that process? You need to find a consulting company that has the ability to become your service provider across multiple disciplines and be with you through the entire project. All companies have outside CPA/audit firms, legal firms, insurance firms, etc. who have broad expertise in their functional disciplines. In manufacturing, operations and distribution, your company should also have …Read MoreThis entry was posted in Manufacturing and Distribution, Organizational Development, Strategy 5.0, on August 25, 2010 -
Effective Strategic Execution: Cascade
By: Jim Gitney
During a keynote address at IIR’s Balanced Scorecard Forum, Robert Kaplan, a leading international business management guru, revealed “that less than 10% of formulated strategies are executed effectively” and an international survey indicated that consistently executing strategic objectives were in the top three concerns of CEO’s and corporate boards. Kaplan also added “that it is a well know fact that organizations who have a formal strategy execution process dramatically outperform the rest”. Effectively and consistently implementing corporate strategy requires all stakeholders to be aligned to those objectives, understand their role in achieving them and be accountable for effective implementation. If your company doesn’t have a formal process, then the hard work is figuring out what one looks like. A strategic execution process must …Read MoreThis entry was posted in Business Hierarchy of Needs®, M&A, Manufacturing and Distribution, Strategy 5.0, on March 10, 2000
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