Abercrombie & Fitch Co.’s Post

Feels like I am back at Uni! A fascinating course from Anil Gupta covering the good and bad of growth strategies by focusing on a fundamental decision-making framework of current offerings and customers vs new offerings and  new customers from the likes of Amazon, Starbucks, Honda and Exxon in “Designing Growth Strategies."  It is worth watching if you are contemplating new markets, and our brainstorming sessions with a group of people where this matrix will prevent them from going down the wrong path and instead focus on the company's core competencies to be successful in the future.   Check it out: https://lnkd.in/gfFp7m8H #businessgrowthstrategies.

The successful upward business trend and long lines of customers waiting for quality food is connected to the leadership philosophy of #evangelical views and treating employees like family. The CEO of In & Out, Lynsi Davis recommends business leaders tap into soft skills like #empathy, #understanding and #authenticity — so that when they need to make tough decisions, they can communicate them effectively without frustrating employees. “If companies really take the time to leverage their dollars wisely, investing in the things that matter to the people — not that matter to the company’s reputation — it proves to be valuable for everyone overall,” Davis says. “Don’t underestimate the power of humanity and emotion that’s necessary in the workplace,” she adds. #InandOut #ChicfillA #businessmodel #leadership #growth #success #lesson2Blearned https://lnkd.in/eKp9MnYe

Unpopular opinion: Even top managers can struggle to deliver results. Here’s a real life example to prove my statement: Nearly 20 years ago, a young professional joined a national textile group, bringing with him a strong background in sales and marketing. The management tasked him with driving change within the organization, alongside his primary role. He entered a well-established environment, where employees had been working in conventional ways for 10-20 years, functioning more like a close-knit community. Enthusiastic and armed with experience from a large corporation, he began to dig deep into the company’s operations. — Examined the causes of high finished goods losses. — Investigated why sales concentrated at the end of the month. — Identified why certain areas and salespeople consistently performed better. — Questioned why the R&D teams weren’t providing forecasts or new designs. He even began exploring futuristic markets, aiming to create fabrics for larger institutions and corporations like Shoppers Stop, ColorPlus, Gokaldas and many more. While his efforts were initially appreciated by everyone from top to bottom, the system eventually saw him as a threat. Any changes he proposed were met with resistance—processes slowed down, his decisions were questioned relentlessly, and sometimes he was outright blocked. Despite all his determination, the environment made it impossible for him to succeed. Eventually, he approached his superior and admitted that he couldn’t implement the changes he was hired to make. This real-life case study highlights a common dilemma: when top performers fail to thrive, it’s not always due to their abilities alone. Often, it’s the environment, culture, and alignment—or lack thereof—that play a significant role. This is why even the ‘best’ of managers can struggle in tough situations. This is Part 1 of the story…stay tuned for what happens next. #VijaySays #managers #culture #performance #StanfordSeed #dcbusinessschool #IIM #ISB #CII #IMA #DalyCollege #AscentFoundatio #VMManagementConsultingAndAdvisory

Ever wondered why some of the most successful brands in competitive industries are closed when competitors are open? Think about Chick-fil-A Restaurants and Hobby Lobby as two examples —they're not open on Sundays. While the motivation of this decision is driven from their faith based cultures, it's given them a distinct competitive edge; it's a powerful application of the scarcity principle. In our fast-paced industry of workplace solutions and commercial moving, the idea of saying "no" might seem counterintuitive. Many believe that always saying "yes" is the direct key to success. But is it really? When we never say no, we risk spreading ourselves too thin, compromising the quality that our teams work so hard to build. The scarcity principle teaches us that by limiting availability, we can actually increase demand and value. It's a lesson that can be transformative. Imagine if we applied this principle more strategically. Could we enhance our service quality by focusing on fewer, but more impactful projects? Could we drive better results by being selective about the opportunities we pursue? I've seen firsthand how saying "no" can lead to greater success. In fact, our teams are constantly screening inquiries to evaluate mutual best fit. When we decline an opportunity it opens up capacity for the right fit clients. At M3 Commercial Moving & Logistics, we've had to make tough decisions about which projects to take on. By prioritizing quality over quantity - setting our teams in the field up for success, we've not only grown rapidly but also built a reputation for excellence as a byproduct. So, here's my challenge to you: How can you incorporate the scarcity principle into your own business? What are the potential benefits and pitfalls? I'd love to hear your thoughts and experiences. And before you tell me I'm crazy, just go to a drive through at a Chick-fil-A and see how long the line is. Drop a comment below and let's start a conversation about how we can all elevate our industries by sometimes saying "no." #teamm3 #mmmfamily #teamfirst #BusinessStrategy #QualityOverQuantity #Leadership

Paying It Forward I recently had the privilege of hosting a breakfast for three exceptionally talented young people who are interning with companies that collaborate with Walmart. The trio of bright minds hail from Mexico City and are the son and daughters of prominent business executives in the CPG world. Our conversation spanned a wide range of topics, including the contemplation of my own experiences and life learnings. We went deeper, delving into the distinctions between success and significance, exploring life's unique ways of keeping score, and emphasizing the profound and sometimes painful truth that every single choice we make carries consequences. I emphasized the importance of living and leading intentionally, rather than waking up one day and wondering, "How did I get here?" We explored the value of personal mission statements supported by strategies and measurements, as well as developing a personal operating philosophy and set of leadership expectations. Sharing about my own journey and addressing their insightful questions was incredibly fulfilling. The positive reception of this process reassured me that these fine young leaders will undoubtedly contribute to making our world a better place and at the same time... make their families extremely proud. I share this experience as an encouragement to all: take the time and make the effort to invest in the next generation. The dividends of such investments are as unpredictable as they are immeasurable. Michael Graen, Andy Murray, Matt Fifer, Justin Urso, Don Bechtel, Mark Breden, Bill Waitsman, Dina Howell, Harry S. Campbell, Henry Ho, Jeff Schomburger, Jesse Edelman, John Green, Kathy Blair-Johnson, Mike Russell, Matt Waller, Peter Silvestri, Reagan Herrmann, Bill Toler, Bill Toler, Tom O'Brien, Tom Verdery, Conversations On Retail #collaborativedisruption #Mentorship #Leadership #NextGeneration #PersonalGrowth #IntentionalLiving #LifeLessons

At the beginning of 2024, I started an incredible journey with the Decision Makers Panel (DMP) at the Bank of England. This time has been nothing short of transformative, especially in the world of B2B marketing. In my role, I had the privilege of working closely with senior business leaders and financial officers to onboard them onto the Decision Makers Panel. This wasn’t merely about executing tasks—it was about strategically engaging with key stakeholders to build relationships that add value to our organization and contribute to the broader economic data landscape. Collaborating across international teams introduced a level of complexity that was both challenging and rewarding. Navigating diverse regulatory environments and business practices significantly enhanced my leadership and team-building skills, as well as my ability to manage cross-border projects effectively. I’m especially grateful to Julia Leather for her trust and support during a pivotal time. Joining the team shortly after an accident that left me with a fractured hand, I initially had concerns about my ability to contribute. However, with determination and the support of an incredible team, I was able to overcome these challenges. These experiences have not only prepared me for future endeavors but also significantly boosted my confidence, making me ready for more challenging roles in marketing. I'm excited about what the future holds and am eager to leverage these insights in new marketing landscapes. Looking to connect with fellow marketers and business leaders to share insights and explore collaborative opportunities Turning the page to the next chapter. #decisionmakerpanel #bankofengland #marketing #leadership #careergrowth

As we begin celebrating our country's Independence once again - 248 straight years of Freedom - The Demand Creation Institute has a similar message to share with you. When I started this journey 16 years ago, the overarching objective was to liberate the willful, resolute, yet humble and uncommonly curious #ceo or #businessowner from three urgent and expensive profitable #growth problems present at the * FRONT END * of the business process: ➡️ Runaway Organizational A.D.D. (think 'chaos & confusion') ➡️ Corporate Identity Crisis (flavor of the month strategy, anyone?) ➡️ Anemic Customer Value Proposition ('sameness' doesn't sell) Many said that it couldn't be done, but then came five straight years of penning the bi-monthly Growth Strategies guest column for the Kansas City Business Journal, and two more years nationally for the American City Business Journals. Apparently 85,000+ personal hours invested into creating a system of Demand Creation (vs. traditional selling) was valuable to business leaders all over the U.S. Then came the avalanche of annual corporate keynote speeches for Mariner, Kansas City Area Development Council, and CrossFirst Bank, to name just three. And simultaneously esteemed clients climbed on board, including Dimensional Innovations, ARRIVED OUTDOORS LLC, Element Sotheby's International Realty, MyFreightWorld Inc., AdamsGabbert, and Shapiro - Partners Today. For Tomorrow. Fortunately I've always been the type to drown out the noise, shed the pretenders, overcome obstacles, and focus on the highest priority goal. Now, our online LMS (learning management system) has been designed, developed, and delivered. We're currently vetting our first wave of DCI Certified Advisors. And, backed by a team of fantastic partners, we're poised for exponential growth. #executivecoach, if you have a background in corporate leadership, #businesstransformation, design thinking, or organizational development, we'd like to speak with you. McKinsey, BCG, and Bain have nothing on us. We're here to fulfill our purpose: "Helping leadership design companies where people perform wonders." And to liberate senior leadership from the constant roller coaster of performance that plagues them, preventing the realization of THEIR Freedom. Happy 4th from ours to yours. Wendy Symer Jeni Yelton Isaac Lee Collins Stephen Gianotti Monte Clark Justin Holger Lindholm Michael Tipton Denise Kruse Bob Alvarez Mike Chalfant, CPA Paul Bertrand Ben Olsen Mark Robinson Jonathan Goldenstein Kevin Koster Jim Hoggatt AAE Speakers Bureau Midwest Speakers Bureau, Inc., The Speaker Exchange Agency, LLC Grant C. Gooding Grisel Wiley Tom Tilley Brandon Dempsey Bryan Sarff, CFP® Joe Roetheli Scott Havens Peter Winick Noel Alexander

Innovation can only be sparked in organizations where trust exists. ✨ That’s why I’m exceedingly grateful to the Taylor Morrison leadership team for affording me and my team just that. It’s an honor to be named one of the Most Innovative CMOs of 2024 by Business Insider. And a complete privilege being in the company of such legendary leaders that I admire deeply at brands like Mattel, Inc., PepsiCo, The Walt Disney Company, E.L.F. BEAUTY, BMW Group, The HEINEKEN Company… the list goes on! 😃 In an industry like mine—one that’s ripe for big ideas and forward-thinkers—you’ll still find plenty of people happy to maintain the status quo. That’s how homebuilding has earned the reputation of being stuffy, traditional, antiquated and stuck in their ways. But we’re on a mission to change that. 💪 And with an incredible team of the most talented creatives and strategists by my side, I’m confident in our ability to keep pushing the industry forward. One campaign, brand partnership, strategy, and bold idea at a time. View the full list of Business Insider’s 2024 Most Innovative CMOs here: https://lnkd.in/gf9tk5a4 #BusinessInsider #MostInnovativeCMOs #OnAMission #ThisisTMLiving

Pearlfisher New York's Justine Allan shared her thoughts with The Drum's Richard Draycott about how agencies can evolve to better serve CMOs. Here are her biggest takeaways: 🪞Agencies need to mirror the dual challenges CMOs face: establishing stability and trust while being agile and innovative. 🎨 CMOs rely on their agencies not only to execute but also to be strategic advisors and creative provocateurs, so are doing away with rigid processes and hierarchical structures in favor of more streamlined operations. 🪴 To keep up with CMO demands, agencies need to create an environment that attracts, cultivates and retains top talent. Read more: https://lnkd.in/eCa4Nbpz

Two of the top five business schools in the U.S. are holding conferences this week on Second Chance hiring, and I'll be participating in both events. What's your business school doing to educate our future business leaders? Read about MIT's journey: