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367 Articles match "Company","downturn"

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Most Innovative Companies - Energy
The "Google of solar" is the first renewable-energy company to be added to the S&P 500. California's largest utility was the first company to quit the U.S. In mid-September, the company unveiled a plastic-to-oil technology 15 years in the making. The world's wind leader was not immune to the downturn, Sponsored by
Fast Company - Wednesday, March 10, 2010
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Cleanteach: Can David Learn to Love Goliath
cleantech companies taking part in the first Clean & Cool Mission . And it was striking how the sustainability lexicon surfaced everywhere we went, whether to giant companies like HP, public sector actors like San Francisco's City Hall, leading change agents like Arup or IDEO, or early stage companies like Better Place or Serious Materials. In 1960, S&P listed companies lasted an average 40 years, which had halved to 20 years by 2000--and the turnover rate is now 10% a year. Traveling around Silicon Valley last week, I heard the David vs. Goliath story
Fast Company - Wednesday, March 10, 2010
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If the Customer Is Truly King, Then Sonoma Partners Is One Smitten Queen
Any time a head of a company uses the word "upswing" in detailing his business' recent success, there is a bit of a compulsion around these parts to comment on the company. The firm works exclusively with Microsoft Microsoft Dynamics Customer Relationship Management software, thus they were in a prime position to goose their bottom line during a downturn. First they identified an opportunity in the soft belly Please excuse a little cheerleading. But it is especially important to draw attention to an Upswing-ing outfit that saw its revenues swing up by ...
Fast Company - Tuesday, March 9, 2010
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  • Pricing Strategies for the Downturn
    Pricing power doesn't necessarily decrease in a downturn . Before discounting, companies should consider several factors to determine if they can instead hold the line. Be mindful of the customer's 'paycheck cycle.' The Wall Street Journal recently reported on how companies are successfully discounting based on how close customers are to payday. I used to love the television game show " The Price is Right ." Beyond the insane level of excitement of the show was the oddly compelling quest to discover the right price of everyday items like refrigerators and bar stools.
    HarvardBusiness.org - Tuesday, March 3, 2009
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  • Video: How to Market in a Downturn
    Jocz, and in the video interview above, John explains that companies need to rethink their customer segmentation, factoring in people's emotional response to the downturn. So you think you know your customers? Maybe you had a handle on them a year ago, but as the economy spirals downward you need to abandon old assumptions. Until now, you've probably been segmenting your customers
    HarvardBusiness.org - Wednesday, March 25, 2009
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  • Three Opportunities to Seize in the Downturn
    One of the most pernicious tendencies companies fall victim to in downturns is to focus on and project out near-term data points. In this economic climate, a company should focus on what makes any business great - superior cash flow and sustainable growth. My business is venture and growth equity investing in smaller private companies. The result? An inaccurate reflection of the future.
    HarvardBusiness.org - Friday, February 20, 2009
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  • Set Yourself Up for the Next Downturn
    When had I started my company in 1998, I planned to grow and sell it. What would sustain me and the business through the next downturn? I started my consulting business 11 years ago with a laptop computer in a living room. It grew quickly. The first year I made more money than I had in the previous three combined, the second year I doubled
    HarvardBusiness.org - Wednesday, August 12, 2009
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  • Why Small Companies Will Win in This Economy
    In the worst economy we've seen in decades, Passlogix, a privately owned 100-person software development company, just received over a million dollars in prepaid commitments for the next three to five years of service. And they beat out several much larger more established companies, like CA (14,000 employees) and IBM (400,000 employees), to win those customers. I just heard a story from a client that's hard to believe but true. Now, how do you explain that?
    HarvardBusiness.org - Monday, March 23, 2009
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  • How To Measure Your Company's Risk in a Downturn
    The crisis in financial institutions and the imminent failure of the US-based automobile producers have raised the issue about whether use of the Balanced Scorecard (BSC) would have helped these companies avoid the disasters that occurred. The third method for sustaining shareholder value, missing in many companies' strategies, should be risk management. Let us explore the possibilities. Many of the failed or failing organizations suffered from having a much too narrow focus on short-term financial performance.
    HarvardBusiness.org - Friday, December 19, 2008
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  • Is Your Company Brave Enough to Survive?
    As a professor of strategy, lately I've been getting asked quite a lot, "What can our company do to survive the downturn?" And an economic downturn is like winter in Alaska; many animals can live a happy life in Alaska all through spring, summer, and fall, but when winter comes, it's not a great place to be. But I do think there are a few survival techniques from looking at firms' downturn survival strategies, although they are not for the I'm sorry, but the real answer is, "Not a lot." The market is Darwinian: the strongest ones survive.
    HarvardBusiness.org - Wednesday, May 20, 2009
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  • The Value of Role Models in the Downturn
    Among big companies, IBM and Procter & Gamble are bright spots. Why are these and select other companies faring OK today? This includes, for these two companies, a re-emphasis on values and ethics. This downturn's survivors will be the role models for a new kind of business practice that is more socially responsible not as an add-on or after-thought but as a It's hard to find many bright spots in the increasingly gloomy economy , but they're out there. IBM's earnings have beaten forecasts; P&G has a robust business and has already integrated its huge Gillette
    HarvardBusiness.org - Monday, March 2, 2009
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  • How Much Do You Trust Colleagues During a Downturn?
    Not surprisingly, trust in senior leadership in US and non-US companies had eroded dramatically. whopping 76 percent of respondents said that they trusted senior management of US companies less than they did a year ago. Spending my days around colleagues I both like and respect makes all the difference in how I see my job. I
    HarvardBusiness.org - Tuesday, May 19, 2009
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  • A Downturn Caution: Be Careful What You Cut
    It also improves the productivity and effectiveness of support functions, which in turn helps boost the performance of a company's front line--a powerful advantage in a downturn. Questions become: Which of HR's many roles help put talented, well-trained people in a company's critical positions? We've discovered three main ways that leading companies maximize front-line services By Hernan Saenz and Darrell Rigby Preserving the G&A That Really Fuels Revenue
    HarvardBusiness.org - Wednesday, January 14, 2009
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