Professional Essays Writer HBR’s 10 Must Reads 2017: The Definitive Management Ideas of the Year from Harvard Business Review

Harvard Business Review, Clayton M. Christensen, Adam M. Grant, Vijay Govindarajan

Leadership & Managing People

A year’s worth of management wisdom, all in one place. We’ve reviewed the ideas, insights, and best practices from the past year of Harvard Business Review to keep you up-to-date on the most cutting-edge, influential thinking driving business today. With authors from Clayton M. Christensen to Adam Grant and company examples from Intel to Uber, this volume brings the most current and important management conversations to your fingertips. This book will inspire you to: Rethink the way you work in the face of advancing automation; Transform your business using a platform strategy; Apply design thinking to create innovative products; Identify where too much collaboration may be holding your people back; See the theory of disruptive innovation in a brand new light; Recognize the signs that your cross-cultural negotiation may be falling apart. This collection of articles includes “Collaborative Overload,” by Rob Cross, Reb Rebele, and Adam Grant; “Algorithms Need Managers, Too,” by Michael Luca, Jon Kleinberg, and Sendhil Mullainathan; “Pipelines, Platforms, and the New Rules of Strategy,” by Marshall W. Van Alstyne, Geoffrey G. Parker, and Sangeet Paul Choudary; “What Is Disruptive Innovation?,” by Clayton M. Christensen, Michael Raynor, and Rory McDonald; “How Indra Nooyi Turned Design Thinking into Strategy,” an interview with Indra Nooyi by Adi Ignatius; “Engineering Reverse Innovations,” by Amos Winter and Vijay Govindarajan; “The Employer-Led Health Care Revolution,” by Patricia A. McDonald, Robert S. Mecklenburg, and Lindsay A. Martin; “Getting to Si, Ja, Oui, Hai, and Da,” by Erin Meyer; “The Limits of Empathy,” by Adam Waytz; “People Before Strategy: A New Role for the CHRO,” by Ram Charan, Dominic Barton, and Dennis Carey; and “Beyond Automation,” by Thomas H. Davenport and Julia Kirby.

Change management, Collaboration, Communication, Competition, Data, Disruptive innovation, Health, IT, Marketing, Negotiations, Organizational structure, Psychology, Talent management


Organizing for Marketing Excellence

Marketing organization is the interface of the firm with its markets and where the work of marketing gets done. This review of the past 25 years of scholarship on marketing organization examines the individual and integrative roles of four elements of marketing organization㤼㸷capabilities, configuration (including structure, metrics, and incentives), culture, and the human capital of marketing leadership and talent. The authors indicate that these four elements are mobilized through seven marketing activities (7As) that occur during the marketing strategy process. These activities enable the firm to anticipate market changes, adapt the strategy to stay ahead of competition, align the organization to the strategy and market, activate effective implementation, ensure accountability for results, attract resources, and manage marketing assets. How well the firm manages these seven activities throughout the marketing strategy process determines the performance payoffs from marketing organization. Future research priorities outlined for the elements of marketing organization, their integration, and their impact on the 7As offer directions for the study of organizing for marketing excellence.

Predicting the Consequences of Marketing Policy Changes: A New Data Enrichment Method with Competitive Reactions

This article introduces a new data enrichment method that combines revealed data on consumer demand and competitive reactions with stated data on competitive reactions to yet-to-be-enacted, unprecedented marketing policy changes. The authors extend the data enrichment literature to include stated competitive reactions, collected from subject-matter experts through a conjoint experiment. The authors apply their method to investigate hypothetical and unprecedented salesforce policy changes of pharmaceutical companies. The results from the data enrichment method have high face validity and lead to various unique insights compared to using revealed data only. The authors find that only a very large salesforce decrease initiated by the market leader triggers all competitors to decrease their salesforce as well, leading to substantial profit increases for each firm. With respect to salesforce allocation, when competitors decrease their salesforce they mainly decrease the reach of detailing across doctors, rather than decreasing the number of details to the most-visited doctors. The proposed data enrichment method provides managers with a powerful tool to ex ante predict the consequences of unprecedented marketing policy changes.

Oreo wins the Super Bowl ad fest

I guess my introduction to American football many years ago was ruined by what was later described as “a great defensive game.”

I guess my introduction to American football many years ago was ruined by what was later described as “a great defensive game.” As far as I could see, nothing much happened for the game’s duration. My lack of interest in football means that I still have no idea why anyone watches the Super Bowl. Why endure all that boring football to watch the TV commercials? These days you don’t even have to wait until after the event to watch them. I have to admit that most of this year’s offerings left me fee..

Professional Essays 

Order of Entry and Performance of Multinational Corporations in an Emerging Market: A Contingent Resource Perspective

Drawing on the resource-based view, this study examines the contingency effects of industry- and firm-level variables on the first-mover advantages and effective follower strategies in an emerging-market context. Using hierarchical regressions, the authors analyze a large data set of foreign investors in China. Contingency models that include the interactions of entry order with the moderating variables have better fit of the data than the main-effect models. Industry growth and competition, firm size, entry mode, resource commitment, and marketing intensity have significant moderating effects on first-mover advantages. After the authors correct for multicollinearity bias using ridge regression, it seems that pioneers still enjoy a small advantage in market share but not in profitability, indicating a trade-off between the two. Furthermore, followers may augment performance by increasing resource commitment and marketing intensity. These findings have significant implications for entry-order strategies and for improving foreign direct investment performance in foreign markets; they also suggest meaningful directions for further research.

Keywords: entry order, first-mover advantages, corporate performance, multinational corporations, emerging markets