33 Posts found for Author: Paul F. Nunes

research revealed seven new strategies that trapped value releasers mastered as part of their Wise Pivot, allowing them to generate sustainable growth today while building capabilities necessary to leverage the momentum into a future where the only certainty is continued disruption:

1. Technology Propelled. Mastering leading-edge technologies that enable business innovation.
2. Hyper Relevant. Knowing how to be—and stay—relevant by sensing and addressing customers’ changing needs.
3. Data

… [ Read more ]

Content: Article | Authors: Larry Downes, Omar Abbosh, Paul F. Nunes | Source: ChangeThis | Subject: Strategy

To thrive on disruption, successful incumbents channel their capabilities into broader “market activities.” Their goal: Become indispensable within a diverse network of partners. Even as industries and technologies change, these market activities are sufficiently core to business in general that they will almost certainly remain relevant.

That’s what makes a market activity different from—and more advantageous than—a traditional industry role. An industry role takes a static … [ Read more ]

Content: Article | Authors: Joshua B. Bellin, Paul F. Nunes | Source: Outlook Journal (Accenture) | Subjects: Management, Strategy

Moving at the speed of the crowd has become mandatory for any company that is on the Web (which is just about every company). These companies must understand how influence gets peddled in the marketplace today (and constantly refresh their understanding) – and they must constantly reevaluate how customers are influenced and what the appropriate response should be. Readers will learn what the responses should … [ Read more ]

Content: Article | Authors: Joshua B. Bellin, Paul F. Nunes | Source: Ivey Business Journal | Subjects: Customer Related, Marketing / Sales

Today’s marketing messages can be overpowered by input from uncontrolled sources like online customer reviews, social network friends and searchable expert opinions. To regain customer influence, consider developing a case-by-case understanding about whether to “confront and attack,” “retreat and redeploy,” “observe and learn” or “monitor from a distance.”

Content: Article | Authors: Joshua B. Bellin, Paul F. Nunes | Source: European Business Review | Subjects: Customer Related, Marketing / Sales

Prices tend to be seen as markers for individual transactions. In fact, the total realized price for many products and services takes into account the full set of related transactions that occur before, during and after the sale. It represents a window of opportunity that opens earlier, and stays open longer, than companies often realize.

Content: Article | Authors: John Hanson, Paul F. Nunes | Source: Outlook Journal (Accenture) | Subject: Pricing

A customer’s path to purchase used to be linear. Now the journey is dynamic, accessible and continuous. Marketing executives need a new model that can help them become and remain relevant to their customers in this uncharted environment.

Content: Article | Authors: Olivier Schunck, Paul F. Nunes, Robert E. Wollan | Source: Outlook Journal (Accenture) | Subjects: Customer Related, Marketing / Sales

A small but growing group of business leaders see IT as a way to spur change that prevents a company from peaking, then fading when its revenue growth stalls. They put IT to work to support strategy—to anticipate and respond to customers’ demands, renew their management teams and strengthen the layers of talent they’ll need if they’re to weather the bad times and grow fast … [ Read more ]

Content: Article | Authors: Gavin Michael, Paul F. Nunes | Source: Accenture | Subject: IT / Technology / E-Business

When companies sense the need to find a new growth business, many turn inward, searching to extend core competencies and relying on centralized planning. High performers, on the other hand, look outward, focusing on the edge of markets and the perimeter of their company for insights and opportunities.

Content: Article | Authors: Paul F. Nunes, Tim Breene | Source: Outlook Journal (Accenture) | Subject: Strategy

Why are some companies able, or not able, to retain top talent? Knowing the answer is critical because high performance requires a knack for attracting, developing and keeping great people. Accenture discusses how top companies consistently recognize, nurture and hold on to the best of the best.

Content: Article | Authors: David Smith, Paul F. Nunes, Tim Breene | Source: Outlook Journal (Accenture) | Subjects: Human Resources, Organizational Behavior

Many businesses build slowly with a few solid customers, grow rapidly as demand swells, and then slow their ascension. This progression is called the S-curve. High-performance businesses, however, regularly launch new S-curves and thus enjoy renewed competitive advantages. What characteristics separate these companies from those with lesser skills?

Content: Article | Authors: Paul F. Nunes, Tim Breene | Source: Outlook Journal (Accenture) | Subjects: Management, Strategy

High performance isn’t just about achieving “greatness” or “excellence,” concepts that are far too static. Nor is it just about ensuring long-term survival by building a company that will last. High performance is about outperforming rivals again and again, even as the basis of competition in an industry or market changes.

Content: Quotation | Authors: Paul F. Nunes, Tim Breene | Source: Outlook Journal (Accenture) | Subjects: Achievement, Management

When the business is successfully chugging along but has not yet peaked, executives feel that operations can be leaner—they’ve moved far down the learning curve by then—and meaner, since they are under pressure to boost margins. They will then reduce both headcount and investments in talent, and will increasingly focus on talent that can best execute the existing business model. This has the perverse effect … [ Read more ]

Content: Quotation | Authors: Paul F. Nunes, Tim Breene | Source: Outlook Journal (Accenture) | Subjects: Human Resources, Management, Organizational Behavior

Companies can craft strategies to effectively combat counterfeiting by using new technology, old-fashioned detective work, and a little psychology. The solution is to target both sellers and buyers of counterfeit goods with a strategy that mixes offensive and defensive measures: defend, detect, doubt, and discourage.

Content: Article | Authors: Christopher Donnelly, Paul F. Nunes | Source: The Conference Board Review | Subject: Miscellaneous

High performance requires a keen understanding of not only a company’s appetite for risk but also its capacity to manage that risk effectively. Companies that walk that fine line between the two can better protect themselves and pursue new marketplace opportunities.

Content: Article | Authors: Bill Spinard, Craig Faris, Paul F. Nunes, Steve Culp | Source: Outlook Journal (Accenture) | Subject: Risk Management

Customers continue to demand greater value at ever-lower prices. But for many companies, the ability to produce savings through more traditional cost-cutting measures is nearly exhausted. The solution: Combine cost-cutting initiatives with design and development activities, using cost-driven product and service innovations to create new streams of profitable growth.

Content: Article | Authors: Greg Cudahy, James M. Ellis, Paul F. Nunes | Source: Outlook Journal (Accenture) | Subjects: Management, Marketing / Sales, Operations

Businesses that thoughtfully examine and measure the time customers spend with them, and then either reduce the time costs or enhance the time value of their offerings, can gain an advantage that will continue when the economy recovers. For companies looking to win over today’s more frugal customers, a focus on the value of time comes not a moment too soon.

Content: Article | Authors: David A. Light, Nick Smith, Paul F. Nunes | Source: Outlook Journal (Accenture) | Subjects: Customer Related, Marketing / Sales

Companies should not presume to treat all employees—or customers, for that matter—in a single country as having the same culture or national identity, even in developed nations. Many of today’s employees have spent long periods of time in more than one country, creating sustained connections that deeply affect spending and consumption (for example, continued remittances to family in home countries), social ties, gender roles and … [ Read more ]

Content: Quotation | Authors: Karen Crennan, Marcia A. Halfin, Paul F. Nunes | Source: Outlook Journal (Accenture) | Subjects: Culture, International

In a world where trust is more perishable than ever—where one negative experience can color a buyer’s perceptions forever—businesses must figure out how to effectively capitalize on the trust they have built while at the same time protecting their hard-won reputations. They must also learn how to harness the democratization of information—particularly the Web-based input and unfiltered opinions of self-anointed “experts” and dissatisfied customers—to help … [ Read more ]

Content: Quotation | Authors: Karen Crennan, Marcia A. Halfin, Paul F. Nunes | Source: Outlook Journal (Accenture) | Subjects: Reputation, Trust

Many companies wait too long to attempt transformations, doing so only when the signs of trouble have become obvious. But that’s almost inevitably too late. High performers, by contrast, change before they must, knowing that the best way to transform is from a position of strength.

Content: Article | Authors: Paul F. Nunes, Tim Breene, Walter E. Shill | Source: Outlook Journal (Accenture) | Subjects: Change Management, Management

The psychology at the heart of customer buying patterns is far more complex than previously thought. The different variations of customer loyalty must be understood if a company is to win the long-term battle for customers, increase market share and achieve high performance.

Content: Article | Authors: Paul F. Nunes, Steven S. Ramsey, Woodruff W. Driggs | Source: Outlook Journal (Accenture) | Subjects: Customer Related, Management