Journal of Business Strategy

2002 Journal of Business Strategy

doi: 10.1108/eb040226

Companies that focus on relationshipcentric activities are more likely to be top performers than those that focus on decreasing working capital, supply chain efficiency, and spinning off noncore businesses, according to a joint study by Booz Allen Hamilton and the Kellogg School at Northwestern University. More than twothirds of topperforming companies are focused on meeting customer expectations and extending longterm customer relationships, much higher than lowerperforming companies. In contrast, nine out of 10 lowerperforming companies are concerned with reducing costs, and more than half are focused on divesting businesses.

2002 Journal of Business Strategy

doi: 10.1108/eb040227

Many traditional companies have formalized the process of brainstorming, reducing it to an activity often characterized as the untrained leading the unwilling to do the unnecessary. However, many, if not most, successful innovations come from the wrong placesnonconformists with an obsession, individuals stumbling on new discoveries by accident, people finding new uses for products intended for different markets, and so on. After twentyfive years of studying IBM, General Electric, Polaroid, and Xerox, James Brian Quinn of the Amos Tuck Business School at Dartmouth College found that not a single major product had come from the formal planning process.

Oliver, Richard W.

2002 Journal of Business Strategy

doi: 10.1108/eb040228

There is an area on a golf club or tennis racket that players call the sweet spot. They know that if they swing and connect with the ball at that exact spot, they get the best possible results. That's very sweet, indeed.

Gage, Thomas E.; Reinoso, Victor A.

2002 Journal of Business Strategy

doi: 10.1108/eb040229

When times are uncertain, whether because of human actions or natural catastrophes, executives face challenges that can be managed best by advance planning and preparation. While September 11 was catastrophic, many other events have significant effects on businesses. The Northridge earthquake in Southern California in 1994 resulted in total business and residential insurance claims of 12.5 billion and an estimated total cost of almost twice that. Hurricane Andrew's insurance claims totaled 15.5 billion. And even a significant economic downturn causes sustained, if not direct physical, damage to businesses. Companies that prepare for uncertain times fare significantly better than those that do not.

Gadiesh, Orit; Buchanan, Robin; Daniell, Mark; Ormiston, Charles

2002 Journal of Business Strategy

doi: 10.1108/eb040230

Mergers may be the truest test of great leaders.

GainesRoss, Leslie

2002 Journal of Business Strategy

doi: 10.1108/eb040231

A CEO's numberone asset is credibility, but he or she doesn't have much time to build it.

Kacena, James F.

2002 Journal of Business Strategy

doi: 10.1108/eb040232

The old roadmap into the executive suite is being redrawn.

Chatterjee, Anjan; Jones, Matthew; Kaas, HansWerner; Wojcik, Phil

2002 Journal of Business Strategy

doi: 10.1108/eb040234

New technology businesses can create new profit streams for mature companies, But it takes careful planning.

Cotter, Scott

2002 Journal of Business Strategy

doi: 10.1108/eb040235

Don't just cross your fingers and hope your emarketing initiatives are paying off, measure the payoff.

Rheault, Dennis; Sheridan, Steve

2002 Journal of Business Strategy

doi: 10.1108/eb040236

Your customers reach you through numerous channels, but all those channels should have a single focus.