57 Posts found for Source: Deloitte

For all the insight it offers, core competence thinking can be limiting. Specifically, for a firm’s core competence to be a source of competitive advantage, it must contribute to a firm’s ability to deliver improvements that relate the current basis of competition in an industry. In other words, it is not much use being good at something if no one wants to pay you to … [ Read more ]

Content: Quotation | Source: Deloitte | Subject: Strategy

In the outsourcing realm, core competence thinking typically manifests itself as a prescription for firms to outsource IT-intensive processes because the IT elements that drive process capabilities rarely qualify as a firm’s core competence. But outsourcing vendors make running IT infrastructures the focus of their business. For them, these activities are their core competence. This reasoning is encapsulated in marketing slogans such as “make your … [ Read more ]

Content: Quotation | Source: Deloitte | Subjects: Competition, Outsourcing / BPO

The stock price of any company reflects investor expectations for the future. If investors expect a company to do very well, and these expectations are reflected in a high stock price, then delivering on those expectations will not increase the stock price; it will merely prevent it from falling. The only way to create sustained increases in shareholder value is to consistently surprise the market … [ Read more ]

Content: Quotation | Source: Deloitte | Subject: Finance

Dominating a market is a function of being able to deliver more performance than your competitors on the basis of competition. And doing that depends upon being able to closely integrate those elements in the value chain that drive performance along the relevant dimensions. Whatever does not drive that performance can be safely outsourced.

It is not enough to get this analysis right just once, however, … [ Read more ]

Content: Quotation | Source: Deloitte | Subject: Outsourcing / BPO

Any dimension of performance that is the basis of competition must be a dimension on which existing offerings are not yet “good enough” to meet customers’ needs. That is why they are willing to pay more in order to get more of it. On other dimensions, where performance is already more than good enough or simply not as important, still greater levels of performance will … [ Read more ]

Content: Quotation | Source: Deloitte | Subjects: Competition, Strategy

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In the 1990s, companies responded to shifting labor markets by launching a “war for talent”. However, even the best recruitment tactics will not suffice in the struggle ahead. Instead, a more thoughtful response is required – one that lures critical talent, but more importantly engages them in ways that promote the flexibility and productivity you need to compete. Highly talented people vie for the limited … [ Read more ]

Content: Article | Author: Robin Athey | Source: Deloitte | Subject: Human Resources

The story of how TAL Apparel Group grew from a single textile mill in Hong Kong to its current status as a global powerhouse in apparel design, manufacturing, and logistics, is a prime example of how synchronization – the simultaneous and highly efficient coordination of far-flung supply chain, product development, and marketing and sales activities with customers and suppliers – can provide not only the … [ Read more ]

Content: Case Study | Source: Deloitte | Subjects: Industry Specific, Operations | Industry: Apparel | Company: TAL Apparel Group

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By focusing on the end points of managing talent (acquisition and retention) rather than on the middle ones (deployment and development), organizations ignore the things that matter most to employees. When this happens, companies set themselves up for inevitable churn, which becomes especially hazardous in a tight labor market.

…Rather than focus on metrics and outcomes (“acquisition” and “retention”), they must concentrate on the things … [ Read more ]

Content: Quotation | Source: Deloitte | Subject: Human Resources

It isn’t surprising that most organizations hold people to the confines of their resumes. It is risky to hire or reassign people based on their potential, rather than their experience. But inviting talented people to explore their options is not as risky or costly as paying them when they’re disengaged, or losing them altogether to the competition.

It is not unusual for people to try … [ Read more ]

Content: Quotation | Source: Deloitte | Subject: Human Resources

Garcia has a thought provoking piece that warns against short-term thinking. The short version of the paper is that as technology, competition, and strategy have shrunk the business world, firms may have an even greater incentive to think short term. Winner takes all idea and if you do not win the first round, you may not be around to play other rounds. … [ Read more ]

Content: Article | Author: Eduard Gracia | Source: Deloitte | Subjects: Finance, Strategy

This may come as no surprise, but at least it’s official: IT companies are the worst offenders when it comes to communicating their corporate message, recording the lowest readability scores and using the most jargon, according to by consultant Deloitte Touche Tomatsu.

To help companies evaluate how clear their communications are, Deloitte has developed a program known as Bullfighter, an add-on for Microsoft Word and … [ Read more ]

Content: Online Resource | Source: Deloitte | Subjects: Free Stuff / Tools, Personal Development

Despite certain challenges, China will increase its share of the global export market – not just on the basis of low costs, but because it is becoming a world-class location in which to produce a wide range of goods.

Content: Article | Source: Deloitte | Subject: International – China

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Deloitte & Touche provides an outline of a framework or guideline from which you will want to customize your own due diligence efforts.

Editor’s Note: this used to be a unique article link, but now it is only available as part of Deloitte’s Strategies for Going Public report. Find it beginning on page 48.

Content: Article | Source: Deloitte

Many factors have played a role in shifting business operations dramatically over the past decade. Access to real-time, enterprise-wide information, expanded globalization, and changing financial and social priorities are creating new and diversified challenges for management. In this environment, corporate officers and directors must continue to build trust and confirm stockholders’ belief in the wisdom of their investments. Clearly articulating the company’s plans and … [ Read more ]

Content: Online Resource | Source: Deloitte | Subjects: Corporate Governance, Management