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Unlock the Mysteries of Your Customer Relationships
Avery, Jill; Fournier, Susan; Wittenbraker, JohnArticle HBS-R1407E-EMarketingDespite the $11 billion spent on CRM software annually, many consumer companies don't understand customer relationships at all. They aren't aware of the variety of relationship types and don't understand what kind their customers want. Through research in a wide variety of consumer industries, the authors have identified 29 types of relationships. For example, some customers want to be "best friends" with a brand; others are looking for a passion...Starting at €8.20
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The Marriott-Starwood Merger: Navigating Brand Portfolio Strategy and Brand Architecture
Avery, Jill; Dev, Chekitan S.; Stroock, Laure MougeotCase HBS-518081-EMarketingIn September 2016, Marriott completed its $13.3 billion acquisition of Starwood Hotels & Resorts, which added 11 brands to its already robust 19 hotel brand portfolio. Tina Edmundson, Marriott's global brand officer, was charged with making sense of the brand portfolio and designing a strategy that would clearly differentiate each brand from the others and a brand architecture system to communicate to consumers how to navigate among them. She wou...Starting at €8.20
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The One Thing You Need to Know About Managing Functions
Martin, Roger L.; Riel, JenniferArticle HBS-R1904G-EService and Operations ManagementThere's a secret about strategy that no one tells you: Every function has one, whether or not it is written down and whether or not it is the product of an official strategic-planning process. If functions do not adopt a strategy consciously, they almost inevitably end up defaulting to one of two unconscious models, both of which are likely to result in their becoming a drag on corporate performance rather than a driver of it. Most leaders acknow...Starting at €8.20
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What Managers Get Wrong About Capital
Martin, Roger L.Article HBS-R2003E-EFinanceWhy do large corporations sell off business units to PE firms that make a fortune by selling them a few years later? The author, a former Rotman School dean, argues that the answer is rooted in the way many corporations value their businesses and projects. Their basic mistake is to compare estimates of future cash flow with the amount of cash put into a business as a capital investment. Although this sounds perfectly reasonable (and largely follo...Starting at €8.20