2002 Software Review Strategy 
Brunner
OCTOBER 20, 2020
So, when it comes to an effective email strategy you’ll be able to make practical moves to improve results. Three key influential aspects of an impactful email strategy are send times, engagement, and content. Engagement is an essential part of effective email strategies. Daily Behaviors Affecting Email Send Times.
Matthew Griffin
MAY 26, 2015
To understand Samsung’s rise to dominance we have to go back to the turn of the new millennium when Apple released their first generation iPod in 2001, quickly followed by the iTunes store in 2002. Samsung was the first company out of the blocks in 2009 and their new strategy put them firmly on a collision course with Apple.
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Harvard Business Review
JANUARY 18, 2012
In 2002 Palmisano succeeded a legendary leader in Lou Gerstner, who saved IBM from being broken up and put it on a viable course. Executing this strategy required seamless integration of IBM's product capabilities with its geographic reach. He's personable, but blunt.
Harvard Business Review
JANUARY 20, 2012
When Palmisano took over in early 2002, IBM had four main businesses each organized on a global basis: hardware, software, services (such as back-office outsourcing), and personal computers (PCs). Step 1: Craft the strategy and organization to implement the vision. The CEC was dissolved.
Harvard Business Review
JANUARY 14, 2015
These investments included Nordstrom.com and a perpetual inventory system that allowed Nordstrom to offer a consistent multi-channel experience by 2002. First came a new point-of-sale system that included personal book software so that salespeople could track individual customer requests and needs online. Insight Center.
Harvard Business Review
AUGUST 22, 2011
But it was an inevitable consequence of the value chain strategy that the company pursued in a highly constrained innovation space — one in which the hardware platform is defined by Intel and the software experience is defined by Microsoft. This constrained innovation space is a direct result of Intel's commoditization strategy.
Harvard Business Review
JANUARY 10, 2012
It's rare to find a corporate human resources function that accelerates change by actively finding ways to help drive new strategies. Its HR function has been instrumental in the $100 billion company's metamorphosis from a floundering computer manufacturer in the 1990s to a prosperous software and consulting services company today.
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