225 Posts found for Source: Chief Executive

[In sales] we talk about acquisition, penetration and retention. I don’t know about you, but I don’t want to be acquired. I certainly don’t want to be penetrated, and I don’t want to be retained. When you think about the language we use—targeting an audience, launching a campaign, capturing a market—what does that have to do with relationships?

Content: Quotation | Author: John Foley | Source: Chief Executive | Subjects: Customer Related, Marketing / Sales

Executives are finding it harder to meet investors’ rising expectations. Owners are serious about wanting their companies to produce maximum results. This is about how to do that – a results best practice.

Delivering those maximum results means that the company’s leaders – the CEO, division presidents and the general managers in those divisions – first have to answer three key questions: What are we being … [ Read more ]

Content: Article | Author: Drew Morris | Source: Chief Executive | Subject: Management

The challenge for companies seeking to improve their ability to create growth through innovation is that the metrics that many companies use to measure innovation run a high risk of actually leading companies in the wrong direction. Managers hoping to unleash their innovative potential need to be mindful of critical measurement traps, think about creating a widespread set of metrics, and ensure their executive dashboard … [ Read more ]

Content: Article | Authors: Scott D. Anthony, Steve Wunker, Steven Fransblow | Source: Chief Executive | Subject: Innovation

One of the executives I interviewed said, “There’s no such thing as corporate culture.” His point was that the minute you start talking about corporate culture, it be comes somebody else’s problem–the leader’s problem. He said, “We don’t focus on corporate culture. We focus on character.” When you use the word character, that’s everyone’s responsibility. It’s about how we treat each other.

Content: Quotation | Author: Keith McFarland | Source: Chief Executive | Subjects: Character, Culture

How do you retain key talent amid merger mayhem? This article summarizes the talent retention strategy created and executed during Borland Software’s acquisition of Segue Software in 2006. This strategy is applicable for any company that desires to grow through the acquisition and integration of intellectual capital, regardless of sector.

Content: Article | Authors: Andrew Green, Chris Barbin, Melanie Schmid | Source: Chief Executive | Subject: Mergers & Acquisitions

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Critics claim MBA degrees lack real-world relevance – and that grads are both arrogant and ill-prepared. So what are B-schools doing about it?

Content: Prospective MBA Content | Author: Jennifer Pellet | Source: Chief Executive | Subject: Business School News

“I’ve never been Commander in Chief, but I’ve been a CEO. I understand a few things about leadership at the top. I’ve figured out nine points-not ten. I call them the ‘Nine Cs of Leadership'” – says an excerpt from former Chrysler Chairman and CEO Lee Iacocca’s Where Have All the Leaders Gone?

Content: Article | Authors: Francis Adams, Lee Iacocca | Source: Chief Executive | Subjects: Leadership, People

Trust always affects two measurable outcomes-speed and cost. When trust goes down, speed goes down and cost goes up. This creates a trust tax. When trust goes up, speed goes up and cost goes down. This creates a trust dividend. It’s that simple, that predictable.

Content: Quotation | Source: Chief Executive | Subject: Trust

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CEOs who ignore the importance of board relations do so at their peril.

Content: Article | Author: Beverly Behan | Source: Chief Executive | Subject: Corporate Governance

All transitions are tricky. When planning one, here’s what to avoid at all costs.

Content: Article | Authors: Constance Dierickx, Joe McGill | Source: Chief Executive | Subjects: Corporate Governance, Human Resources

There are three fundamental dimensions to differentiation: product or technology differentiation, customer proximity and operational efficiency. If you feel that you’re in this commoditization-is-upon-you timeframe, now is the time to decide which is your main differentiator and which is your secondary. Because once you decide that, you can deal with this other question of how to incent the sales force. If the sales force is … [ Read more ]

Content: Quotation | Source: Chief Executive | Subjects: Marketing / Sales, Strategy

Branding is a very complicated concept. There’s brand recognition, and then there’s brand experience. And the real key is brand experience. When we’re talking about whether we’re cross-selling or outsourcing, the important element is that brand experience, and that brand experience has to be consistent.

Content: Quotation | Source: Chief Executive | Subject: Brand

An “extraordinary guarantee” – a radical departure from a typical low-octane guarantee-has proven to be a powerful catalyst for galvanizing an organization to eliminate the causes of customer dissatisfaction in every part of its business.

Content: Article | Author: Christopher W. Hart | Source: Chief Executive | Subjects: Best Practices, Customer Related

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A new reality confronts CEOs and boards today. It includes greater shareholder activism, more independent boards, cross border regulatory cooperation, greater media and rating agency scrutiny, and customers who increasingly respond to social and ethical arguments. To rebuild a bridge of trust across those stormy waters, CEOs and directors must focus on the three R’s of good governance: relationships, risk and return.

Content: Article | Author: Eleanor Bloxham | Source: Chief Executive | Subject: Corporate Governance

I have found that language is a great window into culture. Most expatriates aren’t in a country long enough to become fluent, but it’s certainly worthwhile to make an effort to learn the language. It becomes a way to understand a country’s customs and gain some insight into how things work.

Content: Quotation | Source: Chief Executive | Subjects: Culture, International

The former owner and president of a middle market M&A firm explains the 10 principles by which CEOs can defend themselves against overpaying their investment bankers.

Content: Article | Author: Robert Lawrence Kuhn | Source: Chief Executive