Remove Metrics Remove Productivity Remove Retail
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Online Retailers Should Care More About the Post-Purchase Experience

Harvard Business

Soon retail brands aligned their strategies around two critical moments: 1) when a customer decides whether to purchase a product, and 2) when a customer uses the product for the first time. Brands understand this: 84% of retailers say creating a consistent customer experience across channels is very important.

Retail 125
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Toys ‘R’ Us Is Dead, but Physical Retail Isn’t

Harvard Business

The news is part of a larger trend of closings that some are calling the retail apocalypse. The rise of e-commerce, combined with a shift in consumer preference toward dining out over shopping and with years of overbuilding , has made for distinctly unattractive economics in traditional retail. billion purchase of Whole Foods.

Retail 102
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Don’t Be Tyrannized by Old Metrics

Harvard Business

While effective metrics are essential for focusing attention and achieving results, they can also overpower better sense. Most industries cower to a few central metrics, the yardsticks that define the winners and losers. Metrics tried and proven over years become a guide to what’s important, driving resource allocation.

Metrics 70
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It’s Time to Tie Executive Compensation to Sustainability

Harvard Business

Consumers are registering their concerns about how companies make their products. Many of them responded by including quality metrics in their compensation incentives. As any compensation consultant will tell you, comp plans can address only so many metrics. Despite conflicting messages about climate change from U.S.

Metrics 133
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Is Execution Where Good Strategies Go to Die?

Harvard Business

Salespeople see the world as prospects and products, offers and opportunities. The fourth gap between strategy and execution is in measurement and metrics. The assumption is that financial measures like cost and revenue are sufficient metrics to measure progress. To a marketer, sales is a channel for reaching their audience.

Strategy 134
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Why the Millions We Spend on Employee Engagement Buy Us So Little

Harvard Business

The executives included heads of HR, innovation, IT, and diversity, and they represented a range of industries and sectors (tech, manufacturing, retail, professional services, education, startups, and others). I wasn’t able to find every single metric for every single company, but the results were still striking.

Accenture 195
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To Change Your Strategy, First Change How You Think

Harvard Business

” Beyond the usual financial metrics, JetBlue also measures the strength of its culture and the quality of its experience. ” GE is also using very different metrics for its platform businesses. The key metrics are assets on the platform , rather than margin or revenue growth.

Airlines 134