Recalibrate Strategies Insights. Ideas. Strategies. - page 4

Poor Leadership Transitions Are Quite Costly

Since transition of top leaders is something all organizations have and/or will face, and there’s heavy reliance on leadership for success, one might expect the process to be well-defined and executed. That’s often not the case. There is considerable variance in how – and how…

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Leading Business in Today’s Environment Isn’t For The Risk-Averse

Operating a business – particularly a profitable and growing business – has always included risks. Specific risks and perceived importance of those risks varies by industry, business type among other factors. Volatility in today’s business environment, new risks tied to technology; industry-related risks; compensating business…

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Maximizing Opportunities: Steps to Increase Your Odds of Brand Success

Launching and nurturing a successful brand doesn’t just ‘happen.’ And for you and your brand leadership team to accurately identify current opportunities, and/or create new ones, requires a thoughtful and inclusive process. Success will require you and your team to step out of your normal…

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Four Rational and Emotional Factors Driving Your Brand’s Value

Every brand’s value fluctuates over time. The value of “brands” in general fluctuates. The “Great Recession,” spurred a trend toward more conscious and less conspicuous consumption. One result was a switch from “name brands” to store brands. In such conditions, only brands able to define…

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Five Reasons to Make Engaging Employees, Customers and Suppliers a Priority

Companies with savvy leaders have actively engaged customers daily for years. Today additional companies seeking new ways to improve their bottom line in an increasingly competitive market are developing customer engagement initiatives. Post “Great Recession,” employees constrained by the dismal job market found companies offering…

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Costco: How They View and Treat Their Employees is a Highly Profitable Differentiator

Headquartered in Issaquah, WA, Costco, founded in 1983, is the third largest U.S. retail chain and seventh largest worldwide. Of the two founders, Jim Sinegal, remained CEO until retiring in 2011. Sinegal turned the reins over to Craig Jelinek, a nearly 30-year employee. The fact…

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When Core Values are Embedded into an Organization’s Culture

Regardless of the industry, size or type of organization, the culture and the core values – in sync with each other – are vital to organizational success. While most companies have published core values – or perhaps a vision or mission statement – culture is…

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Supply Chains’ Role in Future Operational and Financial Success

Historically companies have competed against other companies. While that’s still true, in large part today’s reality looks more like supply chains competing against supply chains. No longer can a company separate itself and its performance from its supply chain. This, therefore, dictates the importance of…

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Dollar Shave Club: ‘Solving a Problem for Guys’ Leads to Over-the-Top Success

Solving customer problems – sometimes even problems they’ve yet to realize they have – is “Innovation 101.” The Dollar Shave Club was founded to address the perceived high cost and frustrating customer experience of guys purchasing razors/blades at retail. Simple enough. In this case, strategic…

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Business Consultant Susan Spaulding Introduces the Transition Navigation System, a way to prepare an organization and its leadership for transitions, exits, and retirement while maximizing business value.

Business Consultant Susan Spaulding announces today the launch of the Transition Navigation System, a process that optimizes the value of a business in transition and provides exiting Business Leaders a clear roadmap for success. Leadership transitions are major risks to an organization, potentially impacting employee…

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