<?xml version="1.0" encoding="UTF-8" ?><rss version="2.0"><channel><title>BNET Strategy Articles</title><link>http://www.bnet.com</link><description>BNET Strategy Articles</description><pubDate>Jul 04, 2009 3:09 AM PDT</pubDate><item><title><![CDATA[How to Sell to the Federal Government]]></title><link>http://www.bnet.com/2403-13237_23-316457.html</link><description><![CDATA[Yes, the procedures are Byzantine and there are reams of red tape.
But in this economy, the federal government could be your best customer.]]></description><author>Chris Warren</author><pubDate>Jul 01, 2009 2:29 PM PDT</pubDate></item><item><title><![CDATA[Five Strategies for Selling During a Recession]]></title><link>http://www.bnet.com/2403-13237_23-315702.html</link><description><![CDATA[Are these the worst of times? Or are they the best of times  to prove your product's value, snatch up top talent, and make your regular customers feel special? Depends on your perspective.]]></description><author>Christina Salerno</author><pubDate>Jun 26, 2009 11:27 AM PDT</pubDate></item><item><title><![CDATA[How to Create an Effective Sales Presentation]]></title><link>http://www.bnet.com/2403-13237_23-313856.html</link><description><![CDATA[Generic speeches and snazzy PowerPoint slides just don't
cut it anymore  especially with corporate customers who have reduced spending to boost their bottom lines. Here's how to retool your sales pitches to better address the needs of your customers.]]></description><author>Christina Salerno</author><pubDate>Jun 25, 2009 4:05 PM PDT</pubDate></item><item><title><![CDATA[IBM's Secret for Making the Sale]]></title><link>http://www.bnet.com/2403-13237_23-313855.html</link><description><![CDATA[The economy may be in the tank, but IBM still makes salesmanship look easy. How? The secret lies in rigorous research, a focused strategy, and patient execution.]]></description><author>Noah Buhayar</author><pubDate>Jun 26, 2009 9:24 AM PDT</pubDate></item><item><title><![CDATA[J. Crew: One-Upping the Gap in Quality, Style, and Agility]]></title><link>http://www.bnet.com/2403-13238_23-310945.html</link><description><![CDATA[With savvy PR and an agile product line, J. Crew has snagged a good chunk of the Gap's market  and even its CEO.]]></description><author>Melanie Haiken</author><pubDate>Jun 30, 2009 11:35 AM PDT</pubDate></item><item><title><![CDATA[Forest Laboratories: Finding Ways to Bring Drugs to Market  Fast]]></title><link>http://www.bnet.com/2403-13238_23-310907.html</link><description><![CDATA[Pfizer may be big, but Forest Laboratories is nimble. The smaller company competes by ushering drugs through FDA red tape in record time.
]]></description><author>Melanie Haiken</author><pubDate>Jun 12, 2009 12:28 PM PDT</pubDate></item><item><title><![CDATA[Green Mountain Coffee Roasters: Carving Out Opportunities That Starbucks Missed]]></title><link>http://www.bnet.com/2403-13238_23-310943.html</link><description><![CDATA[Green Mountain Coffee has built a booming business where Starbucks fears to tread  in wholesale, convenience stores, and single-cup brewing.]]></description><author>Melanie Haiken</author><pubDate>Jun 30, 2009 11:36 AM PDT</pubDate></item><item><title><![CDATA[Salesforce.com: Building a Booming Market That Oracle Long Ignored]]></title><link>http://www.bnet.com/2403-13238_23-310948.html</link><description><![CDATA[While software giant Oracle focused on big client-server systems, Salesforce.com pioneered small-business products, CRM software  and cloud computing.]]></description><author>Melanie Haiken</author><pubDate>Jun 30, 2009 11:35 AM PDT</pubDate></item><item><title><![CDATA[How to Grow During a Downturn]]></title><link>http://www.bnet.com/2403-13241_23-309289.html</link><description><![CDATA[The stock market is down, credit markets are as frozen as Arctic
snow, and unemployment numbers are rising. But don't let the bad news
deter you. Recessions are an excellent time to refocus on what your company
does best, attract new customers, and build for the future. Here's
how to find the upside in a sour economy.]]></description><author>Melanie Warner</author><pubDate>Jun 12, 2009 12:14 PM PDT</pubDate></item><item><title><![CDATA[Four Successful Products Launched During Downturns]]></title><link>http://www.bnet.com/2403-13241_23-309291.html</link><description><![CDATA[It s easy to forget, but many products that we now remember as stunning successes were actually launched during economic downturns. Here are four examples of companies that saw market opportunity where others failed to look and went on to launch superior products with the understanding that good ideas never go out of style.]]></description><author>Melanie Warner</author><pubDate>Jun 12, 2009 12:14 PM PDT</pubDate></item><item><title><![CDATA[Four Mistakes to Avoid During Downturns]]></title><link>http://www.bnet.com/2403-13241_23-309292.html</link><description><![CDATA[As clients or customers shut their wallets, revenues decline, and balance sheets go into the red, it's tempting to try every trick in the book to stop the bleeding and stabilize your business. Survival is important, of course, but that's no way to position your business to prosper in the future.]]></description><author>Melanie Warner</author><pubDate>Jun 12, 2009 12:15 PM PDT</pubDate></item><item><title><![CDATA[How Hyundai Is Gaining Market Share]]></title><link>http://www.bnet.com/2403-13241_23-309290.html</link><description><![CDATA[BNET talked to Dave Zuchowski, Hyundai's head of U.S.
sales, about the Assurance plan, how the company is taking a different approach
to marketing, and why he feels optimistic despite the downturn.]]></description><author>Melanie Warner</author><pubDate>Jun 05, 2009 4:50 PM PDT</pubDate></item><item><title><![CDATA[Private Ownership: The Real Source of China's Economic Miracle]]></title><link>http://www.bnet.com/2403-13239_23-302371.html</link><description><![CDATA[Even many Western economists think China has discovered its own road to prosperity, dependent largely on state financing and control. They are quite wrong.]]></description><author>Yasheng Huang </author><pubDate>Jun 29, 2009 1:27 PM PDT</pubDate></item><item><title><![CDATA[Timing Strategic Moves]]></title><link>http://www.bnet.com/2403-13241_23-302368.html</link><description><![CDATA[Timing is key as companies weigh whether to make strategic investments now or wait for clear signs of recovery. Scenario analysis can expose the risks of moving too quickly or slowly.]]></description><author>Richard Dobbs and Timothy M. Koller</author><pubDate>Jun 02, 2009 10:36 AM PDT</pubDate></item><item><title><![CDATA[The Crisis: Mobilizing Boards for Change]]></title><link>http://www.bnet.com/2403-13241_23-301600.html</link><description><![CDATA[To meet the challenges of the economic crisis, corporate boards must change the way they work.]]></description><author>Andrew Campbell and Stuart Sinclair </author><pubDate>May 22, 2009 9:14 AM PDT</pubDate></item><item><title><![CDATA[Just-in-Time Budgeting for a Volatile Economy ]]></title><link>http://www.bnet.com/2403-13240_23-301598.html</link><description><![CDATA[A volatile economy makes traditional budgets obsolete before they're even completed. Here's how companies can adapt more quickly.]]></description><author>Mahmut Akten, Massimo Giordano, and Mari A. Scheiffele</author><pubDate>May 20, 2009 10:42 AM PDT</pubDate></item><item><title><![CDATA[Cutting Sales Costs, Not Revenues ]]></title><link>http://www.bnet.com/2403-13237_23-301605.html</link><description><![CDATA[Courageous companies can use the downturn to make their sales operations not only less expensive but also more effective.]]></description><author>Anupam Agarwal, Eric Harmon, and Michael Viertler </author><pubDate>May 26, 2009 12:08 PM PDT</pubDate></item><item><title><![CDATA[Upgrading R&D in a Downturn ]]></title><link>http://www.bnet.com/2403-13239_23-301599.html</link><description><![CDATA[Cutting research costs across the board in a recession isn't smart. Companies should use R&D as an opportunity to make themselves more competitive. ]]></description><author>Christie W. Barrett, Christopher S. Musso, and Asutosh Padhi </author><pubDate>May 20, 2009 10:44 AM PDT</pubDate></item><item><title><![CDATA[What Would a GM Bankruptcy Mean for the UK?]]></title><link>http://www.bnet.com/2403-13239_23-302202.html</link><description><![CDATA[A GM bankruptcy wouldn't just have repercussions in the U.S., but also in the U.K., where it owns one of the leading British car brands, Vauxhall. ]]></description><author>By Richard Northedge</author><pubDate>May 20, 2009 11:31 AM PDT</pubDate></item><item><title><![CDATA[How the UK Lost its Car Manufacturing Industry]]></title><link>http://www.bnet.com/2403-13239_23-302203.html</link><description><![CDATA[Though it was a blow to national pride, the U.K. has learned to live without a British-owned motor industry. The U.S. could probably do the same.]]></description><author>Richard Northedge</author><pubDate>May 20, 2009 11:29 AM PDT</pubDate></item><item><title><![CDATA[How to Get Customers to Pay Up]]></title><link>http://www.bnet.com/2403-13240_23-276588.html</link><description><![CDATA[Hounding clients to pay their unpaid bills is a loathsome task,
even when the economy is good. But in a recession, mismanaging accounts
receivable threatens both customer relationships and the health of the
company. Here's how to make your clients pay  tactfully. ]]></description><author>Christina Salerno</author><pubDate>Mar 16, 2009 3:05 PM PDT</pubDate></item><item><title><![CDATA[Fresh Look at Strategy Under Uncertainty]]></title><link>http://www.bnet.com/2403-13240_23-261813.html</link><description><![CDATA[Although even the highest levels of uncertainty don't prevent businesses from analyzing predicaments rationally, says author Hugh Courtney, the financial crisis has shown us the limits of our toolsand minds.]]></description><author>McKinsey</author><pubDate>Mar 13, 2009 3:56 PM PDT</pubDate></item><item><title><![CDATA[Financial Crisis and Reform: Looking Back for Clues to the Future]]></title><link>http://www.bnet.com/2403-13241_23-261826.html</link><description><![CDATA[Changes reaching far beyond the financial sector have followed every major US financial crisis that sparked an economic downturn.]]></description><author>McKinsey</author><pubDate>Apr 07, 2009 1:56 PM PDT</pubDate></item><item><title><![CDATA[Industry Trends in the Downturn: A Snapshot]]></title><link>http://www.bnet.com/2403-13238_23-261829.html</link><description><![CDATA[In times of great uncertainty, an understanding of long-term industry trends can help executives plot robust strategies. This roundup highlights structural issues likely to influence the future performance of four industries: steel, technology, chemicals, and consumer goods.]]></description><author>McKinsey</author><pubDate>Apr 07, 2009 1:55 PM PDT</pubDate></item><item><title><![CDATA[Innovation Lessons from the 1930s]]></title><link>http://www.bnet.com/2403-13501_23-261832.html</link><description><![CDATA[History suggests that even the deepest downturns can create huge opportunities for companies with money and ideas.]]></description><author>McKinsey</author><pubDate>Apr 07, 2009 1:55 PM PDT</pubDate></item><item><title><![CDATA[Maintaining the Customer Experience]]></title><link>http://www.bnet.com/2403-13237_23-261833.html</link><description><![CDATA[Stinting on customer service is a common and sometimes costly response to tough economic times. By managing the customer experience more rigorously, companies can maintain quality while still saving money.]]></description><author>McKinsey</author><pubDate>Mar 24, 2009 1:20 PM PDT</pubDate></item><item><title><![CDATA[Managing IT Spending]]></title><link>http://www.bnet.com/2403-13502_23-261835.html</link><description><![CDATA[Many IT organizations will reduce their spending in 2009. A strong management focus can mitigate the painand create opportunities.]]></description><author>McKinsey</author><pubDate>Apr 07, 2009 1:55 PM PDT</pubDate></item><item><title><![CDATA[Managing Regulation in a New Era]]></title><link>http://www.bnet.com/2403-13241_23-261837.html</link><description><![CDATA[As concern over global problems mounts, executives and regulators have everything to gain from building relationships based on trust, and developing solutions that benefit a wide range of stakeholders.]]></description><author>McKinsey</author><pubDate>Apr 07, 2009 1:55 PM PDT</pubDate></item><item><title><![CDATA[Rethinking High-Tech Distribution]]></title><link>http://www.bnet.com/2403-13241_23-261840.html</link><description><![CDATA[Distributors may hold the key to high-tech sales growth in many markets.]]></description><author>McKinsey</author><pubDate>Apr 07, 2009 1:55 PM PDT</pubDate></item><item><title><![CDATA[Strategy in a Structural Break' ]]></title><link>http://www.bnet.com/2403-13241_23-261843.html</link><description><![CDATA[During hard times, a structural break in the economy is an opportunity in disguise. To surviveand, eventually, to flourishcompanies must learn to exploit it.
]]></description><author>McKinsey</author><pubDate>Apr 07, 2009 1:55 PM PDT</pubDate></item><item><title><![CDATA[Taking Improbable Events Seriously: An Interview with the Author of The Black Swan']]></title><link>http://www.bnet.com/2403-13241_23-261844.html</link><description><![CDATA[The author of The Black Swan explains why the rarity and unpredictability of certain events does not make them unimportant.]]></description><author>McKinsey</author><pubDate>Mar 24, 2009 1:20 PM PDT</pubDate></item><item><title><![CDATA[Freeing Up Cash from Operations]]></title><link>http://www.bnet.com/2403-13502_23-261827.html</link><description><![CDATA[As the economy slows, companies should avoid the impulse to batten down their operations indiscriminately. Taking short-term steps and a balanced view of operations can keep cash flows healthy.]]></description><author>McKinsey</author><pubDate>Apr 07, 2009 1:56 PM PDT</pubDate></item><item><title><![CDATA[Financial Crises, Past and Present]]></title><link>http://www.bnet.com/2403-13241_23-261825.html</link><description><![CDATA[Past financial crises had very different effects on the real economy. Although the lessons of the past don't give much cause for optimism, they do provide hints on how companies should prepare this time around.]]></description><author>McKinsey</author><pubDate>Apr 07, 2009 1:56 PM PDT</pubDate></item><item><title><![CDATA[Why the Crisis Hasn't Shaken the Cost of Capital]]></title><link>http://www.bnet.com/2403-13240_23-261849.html</link><description><![CDATA[The cost of capital hasn't increased so far in the downturn &#8211; and didn't in past recessions.]]></description><author>McKinsey</author><pubDate>May 13, 2009 11:31 AM PDT</pubDate></item><item><title><![CDATA[Upgrading Talent]]></title><link>http://www.bnet.com/2403-13241_23-261848.html</link><description><![CDATA[A downturn can give smart companies a chance to upgrade their talent.]]></description><author>McKinsey</author><pubDate>Apr 07, 2009 1:54 PM PDT</pubDate></item><item><title><![CDATA[The Downturn's New Rules for Marketers]]></title><link>http://www.bnet.com/2403-13237_23-261847.html</link><description><![CDATA[The old recession playbook won't work this time around.]]></description><author>McKinsey</author><pubDate>Feb 25, 2009 11:10 AM PST</pubDate></item><item><title><![CDATA[Asia's Future and the Financial Crisis]]></title><link>http://www.bnet.com/2403-13239_23-261814.html</link><description><![CDATA[The region has been hit hard but can help the world recover. Meanwhile, the global crisis is likely to spur further integration among Asian markets.]]></description><author>McKinsey</author><pubDate>Apr 07, 2009 1:56 PM PDT</pubDate></item><item><title><![CDATA[Banking on Carbon Assets]]></title><link>http://www.bnet.com/2403-13241_23-261815.html</link><description><![CDATA[A new regulatory environment for greenhouse gas emissions could hold good news for banks.]]></description><author>McKinsey</author><pubDate>Apr 07, 2009 1:56 PM PDT</pubDate></item><item><title><![CDATA[Building Better Links in High-Tech Supply Chains]]></title><link>http://www.bnet.com/2403-13502_23-261816.html</link><description><![CDATA[As high-tech supply chains increase in complexity, they become harder to manage. Collaboration between OEMs, suppliers, and retailers is the answer.]]></description><author>McKinsey</author><pubDate>Apr 07, 2009 1:56 PM PDT</pubDate></item><item><title><![CDATA[Creative Destruction and the Financial Crisis: An Interview with Richard Foster]]></title><link>http://www.bnet.com/2403-13241_23-261824.html</link><description><![CDATA[A coauthor of Creative Destruction explains how the business worldand the capitalist systemwill change in the aftermath of the financial crisis.]]></description><author>McKinsey</author><pubDate>Apr 07, 2009 1:56 PM PDT</pubDate></item><item><title><![CDATA[How to Manage Investors in a Down Market]]></title><link>http://www.bnet.com/2403-13241_23-260628.html</link><description><![CDATA[When the economy is in upheaval, successfully managing investor expectations can be the difference between survival and disaster.]]></description><author>Marie C. Baca</author><pubDate>Jan 12, 2009 3:02 PM PST</pubDate></item><item><title><![CDATA[The Tech Behind the Game]]></title><link>http://www.bnet.com/2403-13502_23-255996.html</link><description><![CDATA[The NFL may not be the most tech-savvy industry, but these recent innovations are upgrading the way teams take care of business on the field.]]></description><author>Danielle Novy</author><pubDate>Jan 09, 2009 2:25 PM PST</pubDate></item><item><title><![CDATA[Why cross-listing shares doesn't create value]]></title><link>http://www.bnet.com/2403-13239_23-255550.html</link><description><![CDATA[Companies from developed economies derive no benefit from second listings in foreign equity markets. Those that still have them should reconsider.]]></description><author></author><pubDate>Dec 19, 2008 9:49 AM PST</pubDate></item><item><title><![CDATA[Official Team Standings (by Financial Metrics)]]></title><link>http://www.bnet.com/2403-13502_23-256425.html</link><description><![CDATA[How the NFL's 32 teams measure up in the business behind the game.]]></description><author>John Maas</author><pubDate>Dec 19, 2008 4:57 PM PST</pubDate></item><item><title><![CDATA[The NFL's Smartest Business Team ]]></title><link>http://www.bnet.com/2403-13502_23-256409.html</link><description><![CDATA[The savvy business formula that make NFL's most successful team its best-run business.]]></description><author>Jennifer Alsever</author><pubDate>Jan 06, 2009 2:57 PM PST</pubDate></item><item><title><![CDATA[Using Power Curves' to Assess Industry Dynamics]]></title><link>http://www.bnet.com/2403-13241_23-255529.html</link><description><![CDATA[A new way of looking at industry structures reveals startling patterns of inequality among even the largest companies.]]></description><author></author><pubDate>Jan 05, 2009 11:49 AM PST</pubDate></item><item><title><![CDATA[Missed Opportunity for US Health Insurers]]></title><link>http://www.bnet.com/2403-13501_23-255528.html</link><description><![CDATA[At present, most health care payers convert less than 10 percent of the customers who move to a new product class. There's substantial room for improvement.]]></description><author></author><pubDate>Mar 13, 2009 3:32 PM PDT</pubDate></item><item><title><![CDATA[Nurturing Entrepreneurship in India's Villages]]></title><link>http://www.bnet.com/2403-13239_23-255527.html</link><description><![CDATA[The world's great cities and the professionals who live in them are linked more tightly to one another than they are with their own rural hinterlands. Yet true prosperity starts in the countryside.]]></description><author></author><pubDate>Mar 13, 2009 3:29 PM PDT</pubDate></item><item><title><![CDATA[Assessing Innovation Metrics: McKinsey Global Survey Results]]></title><link>http://www.bnet.com/2403-13240_23-255525.html</link><description><![CDATA[A recent McKinsey Global Survey shows that companies are satisfied, overall, with their use of metrics to assess innovation portfoliosthough many findings suggest that they shouldn't be. The companies that get the highest returns from innovation do use metrics well; these organizations tend to assess innovation more comprehensively than the others.]]></description><author></author><pubDate>Mar 13, 2009 3:23 PM PDT</pubDate></item><item><title><![CDATA[Why Baby Boomers Will Need to Work Longer]]></title><link>http://www.bnet.com/2403-13241_23-255531.html</link><description><![CDATA[Most US baby boomers are not prepared for their retirement, and neither are the US and world economies. Boomers can help mitigate the consequences by remaining in the workforce beyond the traditional retirement age.]]></description><author></author><pubDate>Dec 18, 2008 11:01 AM PST</pubDate></item></channel></rss>