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jerryking : industries   36

Business leaders are blinded by industry boundaries
April 22, 2019 | Financial Times | Rita McGrath.

Why is it so hard for executives to anticipate the major shifts that can determine the destiny of their organisations? Andy Grove called these moments “strategic inflection points”. For some, he wrote, “That change can mean an opportunity to rise to new heights. But it may just as likely signal the beginning of the end.”

Industry leaders would do well to focus on productive opportunities, even when they lie outside a fairly well-bounded industry. Want to survive a strategic inflection point? Stop focusing on traditional metrics and find new customer needs that your organisation can uniquely address.

Why do business leaders so often miss these shifts? Successful companies such as BlackBerry maker Research In Motion and Nokia did not heed the early signs of a move to app-based smartphones. Video rental chain Blockbuster failed to acquire Netflix when it had the chance, in 2000.

Senior people rise to the top by mastering management of the KPIs in that sector. This, in turn, shapes how they look at the world. The problem is a strategic inflection point can occur and render the reference points they have developed obsolete. Take traditional retail. Its key metrics have to do with limited real estate, such as sales per square metre. Introduce the internet and those measures are useless. And yet traditional systems, rewards and measures are all built around them.....British economist Edith Penrose grasped this crucial link, she asked, “What is an industry?” In her studies, executives did not confine themselves to single industries, they expanded into any market where their business might find profitable growth.

Consider the energy sector: Historically, most power generators and utilities were heavily regulated...The sector’s suppliers likewise expected steady demand and a quiet life....that business has been rocked by slow-moving shifts many players talked about, but did not act upon. The rise of distributed energy generation, the maturing of renewable technology, increased conservation and new rules have eroded the traditional model. Many failed to heed the warnings. In 2015, General Electric spent about $10bn to acquire Alstom’s power business. Finance chief Jeff Bornstein crowed at the time that it could be GE’s best acquisition ever. Blinded by traditional metrics, GE doubled down on fossil-fuel-fired turbines just as renewables were becoming cost competitive.

Consider razor blades: Procter & Gamble’s Gillette brand of razors had long enjoyed a competitive advantage. For decades, the company had invested in developing premium products, charged premium prices, invested heavily in marketing and used its clout to get those razors into every traditional retail outlet. A new breed of online rivals such as Dollar Shave Club and Harry’s have upended that model, reselling outsourced razors that were “good enough” and cheaper, online via a subscription model that attracted younger, economically pressured customers...... Rather than fork out for elaborate marketing, the upstarts enlisted YouTube and Facebook influencers to get the word out.
Andy_Grove  BlackBerry  blindsided  Blockbuster  brands  cost-consciousness  customer_insights  Dollar_Shave_Club  executive_management  GE  Gillette  good_enough  Harry's  industries  industry_boundaries  inflection_points  Intel  irrelevance  KPIs  metrics  millennials  movingonup  myopic  obsolescence  out-of-the-box  P&G  power_generation  retailers  reward_systems  sales_per_square_foot  shifting_tastes  slowly_moving  warning_signs 
april 2019 by jerryking
Not Business As Usual
August 11, 2004 | CHEMICAL WEEK | DAVID HUNTER.

Veteran consultant Peter Spit2‘s new book, The Chemical lndustry at the Mi||ennium­Maturìty, Restructuring, and Globalization, was published in December. Because Spitz and his five co-authors--all of whom have invested their careers inthe chemical industry--bring a long and deep perspective on the industry's journey in the last 20 years. The book provides a valuable narrative of chemical industry developments, a worthy companion to his earlier book Petrochemicals: Birth of an lndustry. But the volume also provides useful pointers on likely future developments. lts broad scope-ranging from specialties to globalization, from Wall Street to environmental concerns, from lT and ecommerce to the growing role of hydrocarbon-rich producing countries-tends to result in any prescriptions being general, but speciñc lessons can be drawn from a careful read.
chemicals  industries  books  mature_industries 
january 2013 by jerryking
World Food Safety Products Industry
PR Newswire [New York] 04 Dec 2012

High profile international foodborne illness outbreaks, in addition to large product recalls due to food safety concerns, will continue to fuel demand as the prevention, identification, and traceability of food contaminants will remain key issues for consumers, food industry participants, and legislators.
food_safety  industries  trends  product_recalls 
january 2013 by jerryking
Paper Niche,
NOVEMBER 1989 | - Inc. Article | Inc.com
industries  recycling  green  pulp_&_paper 
july 2012 by jerryking
Fruit & vegetables Industry Profile: Canada.
INDUSTRY PROFILE
Fruit & vegetables in
Canada
Reference Code: 0070-2237
Publication Date: September 2011
EBSCOhost  Canada  fruits  vegetables  industries  profile 
may 2012 by jerryking
The Top 10 Trends in 10 Industries - WSJ.com
February 9, 2004 | WSJ | By GEORGE ANDERS.

The Top 10 Trends in 10 Industries
How do trend spotters find what they're looking for? They keep their eyes open...read voraciously and brainstorm with colleagues. Travel to hot spots of innovation, or just a few miles down the road. The ultimate goal is the same: to find the latest business trends with staying power. That's because their long-term professional success -- just like that of countless other executives -- depends on being early and accurate trend spotters....Some trend spotters rely on obscure journals, others on key groups of people they think are ahead of the curve. Some pore over data, others follow the money...."It's important at the top levels of an organization to spend time looking for big new ideas," "Farther down, people aren't going to have as much time to break away from the daily demands of their jobs to do this. But good leaders should help set a culture where this intuition about what's next is rewarded."....Distinguish between valuable trends and embarrassing fads.
trends  industries  idea_generation  trend_spotting  Accel  boring  Jim_Breyer  hotspots  discernment  fads  ahead_of_the_curve  George_Anders 
may 2012 by jerryking
Five reasons to look at an industry magazine
March 24, 2011 | Teresa

Now why would you want to look at a magazine in print, when so many are available in either databases or have websites with current content? Here are 5 reasons (in no particular order)

Advertisements - many publications have business to business opportunities or job ads that you will not see in other sources.
Directory issues - most of these magazines offer an annual directory that lists company specialties and contact information. Many times the company breakdowns are more specific than in more traditional directories such as Scotts or Canadian Trade Index. Expensive to purchase separately, they are usually included in a print subscription.
Forecasts - want to be ahead of the game? The first or last issue of the year many times has predictions of where the industry will be going in the coming year.
Trends - want to track a particular wave of interest in a certain product or see what the next big thing might be? Or what was popular 5 years ago? Leaf through an issue.
Charts and illustrations - unless the article appears as a PDF in a database or online on the website, you will miss out on what are vital pieces of information complementing an article.
industries  market_research  libraries  tips  blogs 
april 2012 by jerryking
Challenges of the Food Industry
Toni Holenstein

This presentation contains information on the following subjects: challenges within the food industry, worldwide food supply, food preservation and transportation, safety and health issues, obesity and diabetes trends, U.S. Department of Agriculture Food Pyramid, and various diet hypes. Please view the PDF overheads for additional information.

For more information, contact Toni Holenstein, Bühler AG, Uzwil, Switzerland 9240; 41-71-955-34-38; fax 41-71-955-27-27; anton.holenstein@buhlergroup.com.
challenges  food  industries  OPMA 
february 2012 by jerryking
Truck 2020: Transcending turbulence
October 2009 | IBM | By Sanjay Rishi, Kalman Gyimesi, Connie Burek and Michael Monday
trucking  IBM  industries  future  trends  filetype:pdf  media:document  turbulence 
march 2011 by jerryking
Tim and Nina Zagat: The Burger and Fries Recovery - WSJ.com
* JANUARY 25, 2011

The Burger and Fries Recovery
Expensive wines are no longer PC, but many Americans are still better
off spending an extra hour at work and letting someone else do the
cooking. By TIM AND NINA ZAGAT
restaurants  recessions  industries 
january 2011 by jerryking
Industry benchmarks now available quarterly
October 14/2008 | Fresh Thinking | by Mike McDerment. Based on anonymized aggregate data of all FreshBooks users.
SaaS  Freshbooks  benchmarking  industries 
july 2009 by jerryking
The More, the Merrier, - Inc. Article
The More, the Merrier

An industry isn't mature--and you can't be secure--until a lot of other people are doing what you do.
By: Norm Brodsky

Published September 2005

The truth is, our biggest problem from the beginning had been a shortage of competition. I'd even gone so far as to help other people get started in the business, knowing that they might someday compete against us for new accounts. (See "A Few Good Competitors," August 2002.) Why did I want more competitors? Because they'd help us educate the market about the need for document-destruction services. In a young industry like ours, you have to spend an inordinate amount of time and money just explaining what you do and why prospective customers should pay you to do it. The more competitors you have, the easier that task becomes. As the industry matures, the market expands, and customers focus on the type of service they want rather than whether they need the service at all. And then you can spend more time explaining why they should buy your service rather than somebody else's. That's a lot less time-consuming--and leads to a lot more sales--than having to explain the whole concept.
Norm_Brodsky  industries  life_cycle  growth  product_category  new_categories  mature_industries 
may 2009 by jerryking
Salary Survey: Show Us the Money!
December 23, 2008 | Food in Canada| By Food in Canada staff
compensation  surveys  food  industries  salaries 
may 2009 by jerryking
Big Changes at the High End
AUGUST 16, 2007 | WSJ.com | by RICHARD NALLEY

Luxury goods industry--the only area in which it is possible to make luxury margins--has consolidated into conglomerates.
luxury  consolidation  Outsourcing  counterfeits  book_reviews  branding  PPR  LVMH  high-end  industries 
april 2009 by jerryking
Value play or value trap? Start by looking at the customers
Saturday, February 24, 2007 | The Globe & Mail | AVNER
MANDELMAN

Article reinforces the importance of industry analysis. "the quality of
the business." Some businesses are good, some businesses are not good,
and some are downright lousy".
Avner_Mandelman  research  analysis  industries  value_investing/investors 
march 2009 by jerryking
Palm-Oil Plantations Plan Merger
posted by admin on 28/11/06 on the Ciptapangan Portal. Also
related to , "Malaysian Palm-Oil Deal Aims to Improve Business
Efficiencies," which appeared on Nov. 29, 2006, WSJ article pg. B3D, " "
by E-Ling Liaw, Elffie Chew and Carolyn Lim.
palm_oil  Malaysia  consolidation  industries 
march 2009 by jerryking
Playing with nature
February 23, 2009 by RASHA MOURTADA.

Adam Bienenstock's, founder of Gardens For Living, goal is to bring children and nature together through the installation of natural playgrounds in urban and suburban Toronto. .....Forget plastic and iron. Natural playgrounds are constructed with fallen logs, trees and shrubs and are built into the ground itself. (A slide built into the slope of a hill, for example.) Bugs are intentionally introduced and musical instruments and art are incorporated into the landscape.

"Whereas traditional playgrounds might use 13% of the actual space in the playground, we use closer to 95%" says Mr. Bienenstock, who has 10 year-round employees and 15 seasonal workers.....Today, Gardens For Living works exclusively on natural playgrounds. Last year, that involved 60 projects, including consulting, installation and design projects, but the company is also involved in policy work and education initiatives.
business_development  Rasha_Mourtada  industries  landscapes  playgrounds 
february 2009 by jerryking
From Shock to Action - Floyd Norris Blog - NYTimes.com
January 31, 2009, NYT blog post by Floyd Norris on the
seven-step progression experienced by industries undergoing structural
change.

Industries facing severe structural change go through a seven-step progression before they manage to deal with it, said Rita McGrath, an associate professor at Columbia Business School.

1. Shock.
2. Denial. “This can’t be happening to me.”
3. Sadness. “This is awful.”
4. Anger. “I don’t deserve this.”
5. Bargaining.
6. Acceptance.
7. Renegotiation. It is then that companies find ways to change their business model to survive.
business_models  Floyd_Norris  structural_change  competitive_landscape  industries 
february 2009 by jerryking
globeandmail.com - Corporate survival: Be ready to chart a new course when industry winds blow
Oct. 1, 2007 G&M column by Harvey Schachter on Anita
McGahan's suggestions on how to interpret the signals of industry
change.

Determine whether your core activities or core assets are threatened - or both. Core activities are those actions that have historically generated profits for the industry, such as owning dealerships in the auto industry, which is less significant in an Internet era. Core assets are the resources, knowledge, and brand capital that have made the organization unique, like blockbuster drugs in the pharmaceutical industry.

(1) Radical Change.our core activities and core assets are both threatened with obsolescence. This is similar to the concept of disruptive change outlined by Harvard's Clayton Christensen in his writings.

(2) Intermediating Change. Core activities are threatened while core assets retain their strength. Sotheby's, for example, remains top notch at assessing works of art but because of technology eBay can challenge on the matchmaking side of the business.

(3) Creative Change. Core assets are under threat but core activities remain stable, as in pharmaceuticals or oil and gas exploration, where relationships with customers and suppliers are fairly steady but assets turn over constantly. Innovation occurs in fits and starts.

(4) Progressive Change. Both core assets and core activities are stable, but significant change still threatens, as in discount retailing, long-haul trucking, and commercial airlines.
assets  Clayton_Christensen  Harvey_Schachter  strategy  industries  structural_change  preparation  readiness  warning_signs  howto  interpretation  core_businesses  obsolescence  taxonomy  change  pivots 
january 2009 by jerryking
Opposing Viewpoints Resource Center Document
Bicycles, Motorcycles, and Recreational Vehicles.
Transportation: America's Lifeline. Ed. Linda Schmittroth. Information
Plus® Reference Series. 2003 ed. Detroit: Gale Group, 2004.
overview  motorcycles  industries 
june 2007 by jerryking

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