Four commentators offer expert advice. Reprint R0209A Paragon Tool is pouring money into growth initiatives. How long can it afford to wait for profits to bounce back? H B R CAS E ST U D Y Growing for Broke COPYRIGHT © 2002 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. by Paul Hemp Look‚ you’ve got to grow. It’s what our economy is all about. Hey‚ it’s what our country is all about! Certainly‚ it’s what drives me. My father‚ Constantine Anaptyxi‚ came to
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Bryan School of Business and Economics Department of Business Administration ENT/BUS 337 Family Business M-W 2:00pm - 3:15pm – (Room 216 Bryan Building) Professor: W. Noah Reynolds‚ CPA MBA Email: wnreynol@uncg.edu Office: TBD – after class Home: NA Phone: (336) 971-1600 Fax: NA Office Hours: By appointment Credits: 3:3 Prerequisites: None CATALOG DESCRIPTION: This course is designed to provide an overview of family business‚ including
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the importance of this concern about organizational change. Today‚ more and more managers must deal with new government regulations‚ new products‚ growth‚ increased competition‚ technological developments‚ and a changing workforce. In 130 Harvard Business Review 1320 Kotter.indd 130 | July–August 2008 | Justine Beckett “IT MUST BE hbr.org 6/5/08 7:33:49 PM Best of HBR Choosing Strategies for Change response‚ most companies or divisions of major corporations find
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such as the actors’ mouths and Prominent Branding Puts Off Viewers weave the brand image throughout the ad. Experiments have shown that this can increase viewership by as much as 20%. One of the best examples of the technique is March 2012 Harvard Business Review 25 The solution: Utilize “brand pulsing.” Smart
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THE IDEA PHOTOGRAPHY: GETTY IMAGES Companies always say employees are their most valuable asset. Kevin Ryan thinks that few of them act accordingly. He believes a CEO’s most important job is managing talent. hen I think about starting a business‚ my view is that the idea itself is worth between zero and very little. Most new companies already have competitors when they launch—and if they don’t‚ they soon will. DoubleClick‚ where I was CEO from 1996 to 2005‚ had dozens of competitors within
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Case Study EXPERIENCE HBR.ORG Thomas J. DeLong is the Philip J. Stomberg Professor of Management Practice at Harvard Business School. Vineeta Vijayaraghavan is a senior research fellow at Innosight Institute. A dance troupe debates who should determine its creative choices. by Thomas J. DeLong and Vineeta Vijayaraghavan The Experts Should You Listen to the Customer? atalia Georgio knocked on the door of her new marketing director’s ofce. Elizabeth Gardos hadn’t done much with the
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Chemical Equilirium _________________________________________________________________________________________________________________ __________________________________________________________________________________________________________________ DISCUSSION Chemical equilibrium and its different applications were studied in this experiment. The Le Chatelier’s principle‚ which is the main principle behind chemical equilibrium‚ states that‚ “If an external stress is applied to a system
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Ever since GCSE level studying Business Studies‚ I have had a strong interest in the way that Businesses work. Moving on to A-Level Business has only built on this interest and formed a strong knowledge base. As a young individual within the working world I have learnt how Businesses work‚ and how they are managed. By finding this out this has only drawn me further towards a degree in Business Management. By doing my A-Level course in Business Studies I have developed an analytical understanding
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4420 APRIL 13‚ 2012 RO Y D . SHA PI RO PAU L E. M O R RI SO N Bayonne Packaging‚ Inc. Cold grey light came through the window of John Milliken’s cubicle in the Production office of Bayonne Packaging at 6:30 AM on Monday‚ January 2‚ 2012. The new VP of Operations‚ Milliken had arrived a half-hour before the first shift started on his first day of work at Bayonne to review reports that had been prepared for him‚ and to begin his tour of the factory and interviews with key Manufacturing and
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Weiss I 122 Harvard Business Review | Studies show that the number of corporate alliances increases by some 25% a year and that those alliances account for nearly a third of many companies’ revenue and value – yet the failure rate for alliances hovers between 60% and 70%. And despite an abundance of advice on how to make alliances work‚ that dismal record hasn’t improved in the past decade. The conventional advice from the experts is quite consistent: Create a solid business plan backed up
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