Paul D. Giles, Alan R. Cunnington, Mark Payne, David C. Crothers and Mark S. Walsh
The Walsall clinic for survivors of myocardial infarction is described. Coronary heart disease is a major health issue in Walsall. The starting point for the project was the…
Abstract
The Walsall clinic for survivors of myocardial infarction is described. Coronary heart disease is a major health issue in Walsall. The starting point for the project was the publication of the Scandinavian Simvastatin Survival Study (4S) in 1994, which showed the benefit of cholesterol treatment in these patients. Although the new clinic was established primarily to implement a 4S‐based regime, the cholesterol regime has been modified in the light of newer evidence, and the service broadened to encompass cardiological assessment and the use of other forms of secondary prevention. Several factors have contributed to the success of the service, including support from the Health Authority, patient involvement, partnership with Primary Care and the use of information technology. The latter has integrated routine clinical record keeping and correspondence with complete prospective audit data accumulation and measurement of performance against evidence‐based standards. These principles are of potential value in other clinical effectiveness initiatives.
How does a mature business develop new growth markets, assuming it already has new products? That was the challenge facing The Coca-Cola Company and its global system of bottlers…
Abstract
How does a mature business develop new growth markets, assuming it already has new products? That was the challenge facing The Coca-Cola Company and its global system of bottlers in the 2000s when demand for its core line of carbonated soft drinks flattened. The Australian bottler, Amatil, pinned its hopes on energy drinks, a fast-growth, youth-oriented category that was capturing headlines and share away from traditional products. To wrest control from the upstart brands that originated them, Amatil was targeting the retail context where young people congregated and formed their preferences, in pubs, nightclubs, healthclubs, and sporting events. This international case explores the challenges encountered when a mature company with considerable distribution assets, well-honed systems, and entrenched operating procedures attempts to sell into an underserved retail channel with requirements quite unlike those of the company's mainstream buyers. How does it attract market interest? How does it develop new routes-to-market without undercutting the cost efficiencies and delivery value that have earned it dominant position elsewhere? How does it win over what could be its core customers of the future without alienating today's faithful? These are just some of the questions that Amatil management was determined to solve.
Understand issues related to retail channel strategy development in fast-changing international consumer markets, and the challenges of adapting legacy routes-to-market systems to changing consumer demands.
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As has been said, the commercial “infants' food,” leaving on one side the condensed milk, is almost invariably a powder, and, as such, should conform in composition as nearly as…
Abstract
As has been said, the commercial “infants' food,” leaving on one side the condensed milk, is almost invariably a powder, and, as such, should conform in composition as nearly as possible to a dried human milk. Of course, the preparations are not altogether free from water. From a large number of analyses it appears that the percentage in the great majority of cases varies between 4 and 8, the maximum being 13.9 and the minimum under 1. The average is approximately 6.5 per cent.
“Questionable” books are as easily identified and as quickly discovered as brightly dyed Easter eggs. The titles of such books invariably terminate with interrogation marks; not…
Abstract
“Questionable” books are as easily identified and as quickly discovered as brightly dyed Easter eggs. The titles of such books invariably terminate with interrogation marks; not with dots, dashes, or asterisks. Nevertheless, even a well read scholar finds himself hard put to recollect half a dozen illustrative titles unless he has previously indulged in considerable bibliographic dowsing. The reason so few examples readily come to mind is that intriguing interrogatory titles are actually few in number.
Comments on the changes in attitude of sales personnel now that customers wield more power; customer satisfaction, customer care and quality are priorities now that companies…
Abstract
Comments on the changes in attitude of sales personnel now that customers wield more power; customer satisfaction, customer care and quality are priorities now that companies cannot afford to lose existing customers and have to work hard to attract new ones. Studies examples of how sales staff in both newspaper advertising and in software companies have been trained to deliver better Customer service. Looks at ways in which the sales function has changed and will change in the future, creating the need for corresponding changes in job description.
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Chris Miller, Joanna Howard, Antoaneta Mateeva, Rumen Petrov, Luis Serra and Marilyn Taylor
In the United Kingdom and elsewhere, the move from government to governance has been well documented (Stoker, 1998; Rhodes, 1996, 1997). In the global North, governance is…
Abstract
In the United Kingdom and elsewhere, the move from government to governance has been well documented (Stoker, 1998; Rhodes, 1996, 1997). In the global North, governance is understood as a response to complexity and a recognition that many problems cannot be solved by government alone, whereas in democracies across the North and South, there is a concern to address the democratic deficit and [re]legitimize the state. In both contexts, new governance spaces and opportunities have emerged for non-governmental actors to engage in the process. Interest in community or “third sector” participation has spread around the globe, albeit with very different expressions in different contexts, and in many cases at the insistence of international financial institutions. Deacon (2007, p. 15) describes such global trends as “the contested terrain of emerging global governance” in which he includes both international non-governmental organizations and transnational social movements. Although this shift represents new opportunities, the extent to which the spaces for participation offer a new vision of the public domain is contested (Fung & Wright, 2003; Cornwall & Coelho, 2007).
Looks at the dominance of relationship marketing (RM) in the current marketing debate and challenges some of the notions which appear to have grown up around the concept. In…
Abstract
Looks at the dominance of relationship marketing (RM) in the current marketing debate and challenges some of the notions which appear to have grown up around the concept. In particular looks at a number of aspects of RM, which, despite the rhetoric, remain largely unsubstantiated. Examines the various claims of RM as a “new marketing paradigm”, whether it represents a united and cohesive force and if this is perceived as such by both academics and practitioners. Looks at the economic arguments underlying RM and whether they stand up to rigorous scrutiny and at consumers’ responses to relational strategies. Finally, questions the “satisfaction/loyalty/profit” hypothesis frequently suggested as the underlying model for RM.
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Clive Bingley, John Buchanan and Elaine Kempson
IT IS PERHAPS with wry understatement that the recent public declaration by the Library Association Council on the subject of library expenditure includes the remark that ‘The…
Abstract
IT IS PERHAPS with wry understatement that the recent public declaration by the Library Association Council on the subject of library expenditure includes the remark that ‘The Library Association does not claim that libraries should be exempt from the economies which must now be borne by all’, for it has been manifestly apparent, since some dim realisation of national economic crisis first began to seep into the quasi‐cerebral thought processes of those who conduct government and local government, that the first neck upon which the sharpness of the axe would be tested has been library services everywhere.
Saul J. Berman, Peter J. Korsten and Anthony Marshall
Digital reinvention helps organizations create unique, compelling experiences for their customers, partners, employees and other stakeholders.
Abstract
Purpose
Digital reinvention helps organizations create unique, compelling experiences for their customers, partners, employees and other stakeholders.
Design/methodology/approach
Digital reinvention combines the capabilities of multiple technologies, including cloud, cognitive, mobile and the Internet of Things (IoT) to rethink customer and partner relationships from a perspective of fundamental customer need, use or aspiration.
Findings
The most successful digitally reinvented businesses establish a platform of engagement for their customers, with the business acting as enabler, conduit and partner
Practical implications
For successful digital reinvention, organizations need to pursue a new strategic focus, build new expertise and establish new ways of working.
Originality/value
The article offers a blueprint for digital reinvention that involves rethinking customer and partner relationships from a perspective of fundamental customer need, use or aspiration.
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The purpose of this paper is to understand how the profiles of design thinkers influence particular design-thinking solutions. It proposes to identify who (profiles), how…
Abstract
Purpose
The purpose of this paper is to understand how the profiles of design thinkers influence particular design-thinking solutions. It proposes to identify who (profiles), how (design-thinking methodologies) and what (outcomes as an innovation roadmap: process, product, business model, channel, brand, etc.), since the ways professional designers tackle a problem to reach an innovative solution is related to the designers’ profile.
Design/methodology/approach
The paper opted for an exploratory study using a focus group, composed of eight design thinkers and experts. An online survey was also sent to 123 DT leaders, with a return rate of 41 surveys, who worked on an end-to-end innovation project. The data were complemented by documentary analyses.
Findings
The paper provides empirical insights into the importance of selecting a diverse DT team. The team composition must be diverse because different profiles are required for different types of innovation and also for each DT phase to create value.
Research limitations/implications
Given the exploratory research approach being used in the paper, the research results may lack generalization to different contexts. Therefore, researchers are encouraged to test the proposed propositions further, using a larger sample that includes designers from different countries and testing eventual hypotheses.
Practical implications
The paper includes implications to increase the success rate of business innovations, and to reduce the associated costs that continue to increase for trial and error methods.
Originality/value
The paper fulfills an identified need to study how the DT profile and phases, empathize, define, ideate, prototype and test, require the correct skills and leadership throughout the whole process for effective outcome implementation.
Propósito
El artículo busca entender cómo los perfiles de los design thinkers influencian soluciones de design thinking particulares. Propone identificar quién (perfiles), cómo (metodologías de design thinking) y qué (resultados como parte de la ruta de innovación), considerando que la manera en que los diseñadores profesionales abordan un problema para alcanzar una solución innovadora se relaciona con el perfil de los diseñadores.
Diseño/metodología/enfoque
El artículo presenta un estudio exploratorio utilizando un grupo de enfoque, incluyendo ocho expertos design thinkers. Un cuestionario en-línea fue enviado a 123 líderes de proyectos relacionados con DT, con una tasa de respuesta de 41 encuestas.
Hallazgos
El artículo proporciona perspectivas empíricas sobre la importancia de seleccionar un equipo diverso de DT. La composición del equipo debe ser diversa porque diferentes perfiles son requeridos para diferentes tipos de innovación y para cada fase de DT para crear valor.
Limitaciones de Investigación/implicaciones
Debido a que se trata de un enfoque de investigación exploratorio, los resultados pueden estar limitados para generalizarse en distintos contextos. Por lo tanto, los investigadores que estén interesados en probar estas proposiciones son motivados a utilizar una muestra mayor, incluyendo diseñadores de distintos países para probar las hipótesis propuestas.
Implicaciones practicas
El articulo incluye implicaciones para incrementar la tasa de éxito de las innovaciones empresariales, y reducir los costos asociados que continúan incrementándose con métodos de prueba y error.
Originalidad/valor
El artículo satisfice una necesidad identificada de estudiar cómo los perfiles de los DT y las fases de DT requieren las habilidades y liderazgo correctos a través de todo el proceso para una implementación efectiva de los resultados.