Bibliographic Details
| Title: |
Eliminate Strategic Overload. |
| Authors: |
OBERHOLZER-GEE, FELIX |
| Superior Title: |
Harvard Business Review. Spring2024 Special issue, p86-95. 10p. 1 Color Photograph, 2 Diagrams, 3 Graphs. |
| Subject Terms: |
*STRATEGIC planning, *VALUE creation, *WILLINGNESS to pay, *JOB satisfaction, *SUPPLIERS, *OPERATING costs |
| Company/Entity: |
APPLE Inc. AAPL, BEST Buy Co. Inc. BBY |
| Abstract: |
As companies respond to intensifying competitive pressures and challenges, they ask more and more of their employees. But organizations often have very little to show for the efforts of their talented and engaged workers. By selecting fewer initiatives with greater impact, companies can make their strategies more powerful. A strategic initiative is worthwhile only if it does one or more of the following: •It creates value for customers by raising their willingness to pay. As your company finds ways to innovate or to improve existing products, the maximum price people will be willing to pay for the offering rises. •It creates value for employees by making work more attractive. Offering better jobs lowers the minimum compensation that you have to offer to attract talent to your business. •It creates value for suppliers by reducing their operating cost. As suppliers’ costs go down, the lowest price they would be willing to accept for their goods falls. As companies expand the total amount of value created for their customers, employees, and suppliers, they position themselves for enduring financial success. [ABSTRACT FROM AUTHOR] |
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Copyright 2024 Harvard Business Publishing. All Rights Reserved. Additional restrictions may apply including the use of this content as assigned course material. Please consult your institution's librarian about any restrictions that might apply under the license with your institution. For more information and teaching resources from Harvard Business Publishing including Harvard Business School Cases, eLearning products, and business simulations please visit hbsp.harvard.edu. (Copyright applies to all Abstracts.) |
| Database: |
Business Source Premier |
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