McKinsey Quarterly is the business journal of McKinsey & Company.
OCTOBER 2009
Companies can seize the opportunity in mergers by involving employees and customers in the integration process, retaining critical staff, generating momentum by quickly winning key accounts, and serving the right customers in the right way.
MARCH 2009
Courageous companies can use the downturn to make their sales operations not only less expensive but also more effective.
SEPTEMBER 2009
The most successful global consumer enterprises are radically reshaping their organizations and business models to suit the region’s rapidly evolving high-growth markets.
JULY 2009
China will soon be home to the world’s fourth-largest population of wealthy households. Companies that hope to reach them must understand how they differ from their counterparts elsewhere, from other Chinese consumers, and from one another.
SEPTEMBER 2008
It’s hard for brand managers to keep pace with the shifting attitudes of Chinese consumers. But some trends can be discerned amid the noise.
NOVEMBER 2007
Multinational retailers face new challenges to capture the increased spending power in each of these distinctive markets.
AUGUST 2007
Over the next two decades, the country’s middle class will grow from about 5 percent of the population to more than 40 percent and create the world’s fifth-largest consumer market.
FEBRUARY 2007
Little is known about the middle class in the GCC states, but a recent survey illuminates the hopes, fears, and expectations of this important segment.
MARCH 2007
Traditional shops and the companies that serve them are finding life harder and harder. For the suppliers, segmented execution is the answer.
NOVEMBER 2006
By tapping into local networks, companies can serve low-income markets profitably, delivering significant value to shareholders while creating the essential market infrastructure for economic development in the neediest communities.
In the current environment, costs are rising as price sensitivity increases. Six tactics can help companies get pricing right.
Management guru C.K. Prahalad examines the technique of tapping individual consumers to help develop products and create appealing experiences.
Baby boomers have rewritten the rules at every stage of their lives. They will rewrite the rules of retirement as well.
FEBRUARY 2008
As the industry matures, mobile operators won’t be able to count on a flood of new customers to fuel growth, so they must create more value from those they already have—including prepaid ones.
Many chief marketers still have narrowly defined roles that emphasize advertising, brand management, and market research. They will have to spread their wings.
AUGUST 2006
Executives hoping to transform a commercial organization must tailor their change-management approach to several specific challenges posed by sales and marketing.
In a year of doom and gloom for retailers, the continued emergence of online sales has been a bright spot. Why then do so few companies get true multichannel retailing right?
Public-relations expert Richard Edelman explores the new landscape of corporate reputation and trust.
JUNE 2009
Consumers are moving outside the purchasing funnel—changing the way they research and buy your products. If your marketing hasn’t changed in response, it should.
DECEMBER 2008
The old recession playbook won’t work this time around.
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.
Companies should prepare now for the day when Web 2.0 morphs into Web 3.0.
OCTOBER 2008
The Web is the most measurable medium in the history of marketing. Now all that’s left is figuring out how to measure it.
Marketers who let a thousand flowers bloom risk losing focus.
SEPTEMBER 2007
A survey of marketers from around the world shows where online tools are most important, how they’re being used, and on which ones companies plan to spend more.
The success of online participatory media—video-sharing sites and corporate wikis alike—depends on the quality contributions of a small core of enthusiasts.
An effort to determine the value of specific kinds of customer inquiries shows how companies should decide which channels are best for dealing with each of them.
MAY 2006
Many companies can turn their inbound call centers into powerful engines for growth.
AUGUST 2008
Taking a phased “university approach” to change helped one company transform its sales force—successfully—in 6 months rather than the usual 12 to 24.
DECEMBER 2007
Many salespeople resist cross-selling, so management must address their misgivings head on and convince them of its benefits.
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