Pragmatic Competitive Intelligence for Pricing Precision
Managers feel frustrated when the lack of reliable competitive information mars their ability to plan precise price actions. They try to find validation by sketching their competitors’ as irrational, opportunistic or short-sighted but that is hardly useful. Managers seeking dependable competitive intelligence should start by defining clear objectives prior to gathering competitive intelligence. The problem definition should determine requirements, where and how much competitive data to collect, how to analyze it, and how to share it within the organization.
Fewer Products: Is Less More?
Protecting profits through inventory management is a popular topic on quarterly earnings calls whether the company is Xerox Corporation or Joann Fabrics. …The one-stop-shop concept gets unprofitable if a grocer stocks, say, ten competing brands offering cheddar flavored microwave popcorn or a manufacturer offers good-better-best variations of a product without differentiating them by value or price.
Green Products Greener Profits
Environmental consciousness is getting notice from manufacturers and retailers as they prepare to tap the burgeoning demand with innovative products and services and also modify their value message to customers. After all, green initiatives hold the promise of gaining market share with customers who identify value with earth-friendliness…
Massive Scope Minute Decisions
“Massive scope minute decisions”, the NBC commentator aptly described the heart-warming tai chi display at the opening ceremony of the Beijing Olympics. 2008 dancers leapt, swirled, and landed perfectly every time as each performer simply coordinated movements with their immediate neighbor. How come corporations can’t act with the same simplicity and precision especially when they [...]
Six Sigma Pricing