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Search parameters: - Scenario Planning
May 2010Article After easy money: Managing in a new era
The Wall Street Journal 5/14/2010
by Andrew Schwedel and Karen Harris
As we emerge from the depths of the recession, a lot of attention naturally focuses on trying to handicap the speed and strength of the rebound. But no matter how fast the turnaround comes, success is unlikely to get easier. Executives will have to run lean and focus on their core businesses.
February 2010Article Most global profits come from turbulent industries
Harvard Business Publishing: The Daily Stat 2/26/2010
by Bain Global Strategy practice
Two thirds. That's how much of the global profit pool is in turbulent industries like media, telecom, autos, airlines, and financial services. All those industries are undergoing fundamental changes to their core business models.
Article Downturns are roller coasters for weak firms
Harvard Business Publishing: The Daily Stat 2/19/2010
by Bain Global Strategy practice
3x to 5x. During downturns, weaker businesses are the shock absorbers of their industries - their margin swings are often three to five times that of the leader. That gives companies with strong, focused cores the opportunity to invest and gain ground on their competitors during the downturn and the subsequent recovery.
Article Achieving sustained growth: No cakewalk
Harvard Business Publishing: The Daily Stat 2/9/2010
by Bain Global Strategy practice
12%. That's how many companies worldwide managed to grow profits and revenues more than 5.5% over the 10 years ending in 2008 and earn back their cost of capital, according to Bain's updated global database of Sustained Value Creators. The moral of the story: Achieving sustained, profitable growth is very challenging, and the odds of success are low.
January 2010Article The dragon bounces back
The Wall Street Journal Asia 1/18/2010
by Orit Gadiesh and Bruno Lannes
Chinese companies are finding ways to succeed despite - or because of - the downturn.
July 2009Article Tailor a plan to beat the cycle of boom-and-bust
Emirates Business 24/7 7/21/2009
by James Hadley and Julien Faye
With the economic storm gaining intensity, companies around the globe naturally feel exposed and vulnerable. By understanding your strengths and weaknesses as a firm, and how this downturn will affect them, you can focus your actions on the areas of the business you control.
May 2009Article Chinese executives: We should have been more agile
Shanghai Daily 5/24/2009
by Michael Thorneman, Phil Leung and Larry Zhu
Chinese executives believe they waited too long to respond to the global downturn and that poor decision-making affected their firms' performance. But even as Chinese executives worry about their short-term financial outlook, they are optimistic about the long term. Seventy percent of Chinese managers expect to use the recession to improve their firm's competitive position. In such a turbulent economy, respondents believe long-term success will depend on a company's ability to adapt, not only to new regulations, but also to shifting market conditions.
Go to Shanghai Daily
April 2009Article Flying past the point of no return need not be daunting
The Times 4/21/2009
by James Allen
The goal of strategy in a downturn is to help position you for growth, as weaker competitors are eliminated. To build that strategy, you need to know exactly where you will compete, how you plan to win and how you will mobilize the organization to implement the strategy.
Article Which companies bounce back, post-recession?
Harvard Business Publishing: The Daily Stat 4/8/2009
by Bain Global Strategy practice
Companies that concentrate on their core business dramatically improve their odds of success in a downturn. About 95% of the companies that qualify as "sustained value creators" - those that maintained at least a 5.5% real growth rate in revenue and profit over ten years while earning back their cost of capital - are leaders in their core businesses.
March 2009Article Success dictated by areas you can control
South China Morning Post 3/30/2009
by Darrell Rigby, Vinit Bhatia and Richard Ho
With the economic storm gaining intensity, companies around the globe naturally feel exposed and vulnerable. By understanding your strengths and weaknesses as a firm, and how this downturn will affect them, you can focus your actions on the areas of the business you control.
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