學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Japan's Dark Side of Time
內容大綱
Time-based competition, which yielded competitive advantage in the mid-1980s, revealed its dark side for many Japanese companies in the early 1990s. In industry after industry, a strategy that was supposed to produce variety ended up producing commodities. Pushing to get a greater number of products out faster, Japanese companies created a plethora of models yet stayed in the same place competitively. Today at least one strong competitor in every Japanese industry is leveraging a powerful combination of time-based competition and customer service. The success of these companies provides at least one crucial managerial lesson: strategy, to be meaningful, must link customer needs with employee capabilities and skills.