When Strategies Go Bad – Part 2 – Global Crossing
By Dana Baldwin, Senior Consultant Note: This post is a part of a series taken from Dana Baldwin’s article When Strategies Go Bad previously published in Compass Points in April 2004. In Part 1, we introduced the series and discussed what happened with IBM. In this part, we will discuss what happened to Global Crossing. An […]Continue reading
Does Your Market Segmentation Lead to Lower Prices?
By Robert W. Bradford, President and CEO Market segmentation is a powerful tool. This isn’t just true for the marketing department, though segmentation can enable super efficient, targeted advertising and product placements. In strategic planning, your market segmentation can enable even more unique – and therefore profitable – product offerings, operational strategies and more. Unfortunately, […]Continue reading
When Strategies Go Bad – Part 1 – IBM
By Dana Baldwin, Senior Consultant Note: This post is a part of a series taken from Dana Baldwin’s article When Strategies Go Bad previously published in Compass Points in April 2004. In this part we will introduce the series and discuss what happened with IBM. How many times have you read an article in the newspaper […]Continue reading
Over 70% of Executives Surveyed Agree: Strategic Planning Efforts Lack a Systematic Approach
By Denise Harrison Many senior executives struggle to define a consistent approach to strategic planning. How does it all fit together? What information is necessary? How do we prevent the process from becoming analysis/paralysis? Executives want a consistent process that: Looks systematically at external factors that influence the organization Evaluates internal strengths, weaknesses and competitive […]Continue reading