Jamie Bonomo and Andy Pasternak
Looks at how the zeal to drive revenue growth can introduce a costly and unmanageable level of complexity, which obscures pieces of the business and drags down overall…
Abstract
Purpose
Looks at how the zeal to drive revenue growth can introduce a costly and unmanageable level of complexity, which obscures pieces of the business and drags down overall profitability.
Design/methodology/approach
Opinion piece.
Findings
Managers can take four distinct actions to untangle business complexity: analyze profitability by component, rationalize brands and SKUs, realign customers and networks, and embed this process in long‐term strategy
Practical implications
Provides managers with guidelines for growth action plans
Originality/value
Of particular to strategic planners, CEOs, senior executives.
Details
Keywords
Creativity is not a new phenomenon. Neither is entrepreneurial marketing. This paper offers a discussion, based on both classical and contemporary evidence from the world of art…
Abstract
Creativity is not a new phenomenon. Neither is entrepreneurial marketing. This paper offers a discussion, based on both classical and contemporary evidence from the world of art, on how creative ability can give both the individual and the smaller firm a competitive advantage. Instead of adopting a replicative, quantitative methodology, as found in many smaller firm studies concerning marketing and entrepreneurship, this work embraces an alternative methodology by examining actual creative practice, as well as investigating the creative metaphor. It is believed that a range of useful outcomes will emerge from this, ranging from the promotion of awareness of the need for creativity in the smaller firm, given the inherent lack of many other resources, to the belief that those researching at the Interface will also benefit from adoption of alternative methodologies in order to generate new theory.