Chinese companies are offering products that are much more competitive than in the past. In most cases, they aren't competing directly with foreign incumbents' premium brands—at least not yet. But by introducing lower-priced products that are acceptable enough in terms of quality and features, they are adding market share in the middle and enticing higher-end customers.
Many companies set high expectations for growth, but few manage to expand sustainably year after year. James Allen explains how five principles can help companies build long-term value.
In this brief audio presentation, James Allen discusses a creative strategy process that companies are using to identify promising ideas and turn them into business opportunities.
How fast-growing companies can capture the benefits of scale and scope by maintaining a Founder’s Mentality℠.
Where to play and how to win in developing markets.
How nonnegotiables fuel growth.
Consumer products executives are confronting a bitter truth: conventional recipes traditionally used for profitable growth no longer are enough.
Chris Zook, Bain partner & author of Profit from the Core: a Return to Growth in Turbulent Times, offers insights on strengthening your core business.
Successful CEOs are self-disciplined, self-protective and even selfish.
In this podcast interview with Harvard Business Review, Chris Zook, co-author of Repeatability describes the authors' three-year research project to understand why some companies sustain profitable growth in the face of growing complexity, and the three design principles that define these outperforming companies.
Chris Zook discusses how profitable growth comes from simple, great repeatable models.
Nimble companies work with their front-line employees to create repeatable routines that foster continuous learning, improvement and adaptation.
Successful Repeatable Models®—which rely on clear concepts, differentiation and feedback systems—are the quiet rocket fuel for regional companies that are becoming strong global competitors.
The extinction of once-great companies is less often caused by technological or market evolution, and more often by self-inflicted wounds and slow cycles of decision and adaptation.
Repeatable models are directly relevant to Africa.
How much of your board or executives' time is devoted to discussing how to fight the future rather than embracing it?
Why, as businesspeople, do we have so much difficulty understanding what makes a product or service really stand out?
The most successful leaders in the future will be those who can cut their distance to the front line through three key traits.
Viewing your company as running on "engine 1 and engine 2" can help you decide how much to invest in the current core business versus new markets and adjacent businesses.
Is it time to raise the pursuit of simplification to a higher level of importance?
A successful strategy must be translated into front-line activities. Simply put, it's about capturing the transformational power of routines.
Nine out of 10 companies find the secret to renewal is already within their walls.
How to know when your core business must change—and what to do next.
Seeking growth? Expand your core businesses into related markets. Then repeat.
Strategy is our core business. Learn how we can help your company.
An argument for simplicity from the bestselling authors of Profit from the Core
Find out what links these stories together.
© 1996-2015. Bain & Company