| WHY
GOOD COMPANIES GO BAD Why
Good Companies Go "Bad" : By Trying to Be Somebody They're Not
- - Paula (Gamonal) Williams and John Williams
We
don't brand Delta as a "bad" company. We hope for the best future for the company.
But we would argue that some of their tactics have led them to be less than successful
in today's marketplace. We feel this is because Delta's repeated attempts to be
somebody they're not has detracted from their core competencies.
© 2007 Paula (Gamonal) Williams and John Williams. All Rights Reserved. WHY
GOOD COMPANIES GO BAD When
Good Companies Go Bad : Comfort Has its Own Cost!
- - Patrick Hanl
Good
companies go bad when they get too comfortable, when they prefer hierarchy to
getting things done, when they get too big to budge, and when they let technology
outflank them. They go bad when they assume they have a "brand", but really only
have a "product", when they forget entrepreneurship, and when they forget to be
good people.
© 2007 IUP . All Rights Reserved
WHY
GOOD COMPANIES GO BAD Why
Do Good Companies Fail? : Internal and External Causes
- - Dr. Jag Sheth, Dr. Rajendra S Sisodia
The
companies that will survive and thrive in the long run are the adaptive companies,
who are willing and able to change as needed. Anticipatory management is a proactive
approach for shaping and controlling one's destiny in a changing market.
© 2007 Jagdish N Sheth and Rajendra S Sisodia. All Rights Reserved. WHY
GOOD COMPANIES GO BAD Perspectives
of Good and Bad Companies : A Qualitative Inquiry into the Attributes of What
Makes Companies Good or Bad
- - Dr. Paul B Carr
A
great deal of discussion has recently ensued about good and bad companies. The
fact that the media, scholars and organizational leaders are identifying companies
as being either good or bad has prompted a question regarding the attributes of
these good and bad companies. In order to better understand these constructs,
a qualitative research endeavor was conducted and the responses of organizational
leaders, business executives, higher education administrators and human resource
development practitioners were reported. This article addresses perspectives regarding
good and bad companies, and reports the information gleaned from the research,
from an unbiased perspective.
© 2007 IUP . All Rights Reserved
WHY
GOOD COMPANIES GO BAD The
Keys to Strategic Success : Innovation and Branding
- - Donald E Sexton Harley-Davidson
and NVT both lost share to the Japanese companies during the 1970s. The Japanese
manufacturers were much more efficient producers and spent more on advertising
than Harley. However, in the 1980s, Harley-Davidson made a recovery that many
still consider miraculous while NVT went out of business.
© 2007 Donald E Sexton. All Rights Reserved. WHY
GOOD COMPANIES GO BAD Building
Breakout Strategy : Positive and Negative Leadership Capabilities in Action
- - Sydney Finkelstein, Charles Harvey Breakout
strategy requires leadership. In fact, there can be no breakout strategy without
breakout leadership. Remarkably, our research has pointed out the importance of
both "positive" and "negative" capabilities that leaders must combine to maximize
breakout opportunities.
© 2007 Sydney Finkelstein, Charles Harvey and Thomas Lawton. All Rights Reserved.
WHY
GOOD COMPANIES GO BAD Companies
Don't Fail, CEOs Do! : With Their Strategies
- - Prof. Rajnandan Patnaik
This
article contrasts the success and failure of two animation companies, Disney and
Pixar, with their CEOs featuring on their success and failure. Wharton, in a recent
inter view with Michael Porter, ex-plains, "When Porter started out studying strategy,
he believed most strategic errors were caused by external factors, such as consumer
trends or technological change." Porter himself asserts, "But I have come to the
realization after 25 to 30 years that many, if not most, strategic errors come
from within.
©2007 IUP . All Rights Reserved
WHY
GOOD COMPANIES GO BAD When
it's Airline vs. Airline, Loyalty Programs are No Substitute for Customer Centricity
: Create an Advantage
- - Richard Metzner, Howard Schneider United
is in the midst of financial restructuring, and has been fighting to keep every
customer it can. The positive result of United's customer service provides a lesson
which other airlines, and other companies, could and should take to heart.
© 2007 Metzner Schneider Associates, Inc. All Rights Reserved. WHY
GOOD COMPANIES GO BAD When
They Don't Want to Play with You Anymore : Keeping Up with the Jones Children
- - Prof. Bodil Stilling Blichfeldt
The
argument put forward in this article is that rarely do good companies go bad because
of mismanagement or because they make fundamentally wrong decisions. Instead,
most of the times, good companies go bad because of changes in their environment
that they did not foresee or changes they have severe difficulties adapting to.
This article advocates that the only way a company can try to become ready for
consumer changes is to be market-oriented and to spend resources on trying to
grasp such changes as early as possibleeven if the costs of such endeavors are
very high.
© 2007 IUP . All Rights Reserved
WHY
GOOD COMPANIES GO BAD HMT
and TITAN :Hero of the Past and Giant of the Future
- - R Harish
This
article focuses on HMT and Titan, the two most widely known wrist watch companies
in India. While the former has been reduced from being the market leader to a
fringe player on the verge of oblivion, the latter has grown to great heights.
The path traversed by these two companies, encapsulated in the broader context
of the dynamics of the Indian wrist watch market, is captured here.
©2007 IUP . All Rights Reserved
INTERVIEW
Active
inertia stems from a company's defining commitmentsits unique set of strategies,
processes, resources, relationships, and valuesthat enabled its initial success.
- - Donald N Sull
Donald
N Sull is an Associate Professor of Management Practice at the London Business
School, where he teaches electives on leading strategic transformation and driving
strategic agility for growth. Sull has published four books, over 65 articles,
book chapters and cases. Four of his six Harvard Business Review articles have
been bestsellers.
© 2007 IUP . All Rights Reserved CASE
STUDY Dell's
Direct Model : In Need of Change? Since
its inception, Dell adopted a business model which was contrary to the established
norms of the industry. The company bypassed traditional distribution channels
and sold PCs directly to customers. This helped the company to save on costs like
reseller margins and high inventories. While the industry followed a "build-to-forecast"
approach, Dell followed a "buildto- order" model.
© 2007 IBS Case Development Center. All Rights Reserved.
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