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HBS Working Knowledge October 6, 2003 Jonathan Byrnes	Managing Profitability: One Year Later The most important issue facing managers in this difficult economy is making more money from the existing business without costly new initiatives. The author revisits this assertion from a year ago.
HBS Working Knowledge August 4, 2003 Jonathan Byrnes	Supply Chain Management in a Wal-Mart World Here's a supply-chain dilemma: Now that you've learned how to do business with Wal-Mart, what do you do with everyone else?
HBS Working Knowledge April 3, 2006 Jonathan Byrnes	Making the CFO Chief Profitability Officer Profitability management opens a new realm of opportunity for the creative CFO. Using it, a CFO can generate revenues, profits, and cash surprisingly quickly, and at very little cost. But it requires that the CFO move beyond his or her traditional domain.
HBS Working Knowledge March 7, 2005 Jonathan Byrnes	Achieving Supply Chain Productivity More than anything else, supply chain productivity requires that supply chain managers become experts at knowledge generation and change management.
HBS Working Knowledge May 1, 2006 Jonathan Byrnes	"Revenues are Good, Costs are Bad" and Other Business Myths Here are ten of the worst business myths.
HBS Working Knowledge February 7, 2005 Jonathan Byrnes	Precision Retailing Can you apply profitability management to a retailer?
HBS Working Knowledge August 1, 2005 Jonathan Byrnes	You Only Have One Supply Chain? When it comes to supply chains, having two is better than one, and three or more may be best of all.
HBS Working Knowledge November 1, 2004 Jonathan Byrnes	Creating Paradigmatic Change in Your Customers What do you do when your customer "gets it," but won't do anything about it?
IndustryWeek December 1, 2004 John Teresko	Technology Leader Of The Year -- P&G's Secret: Innovating Innovation In 2000, the CTO of America's biggest consumer packaged goods company began his technology and innovation driven transformation of what some called a stodgy 167-year old Midwestern giant. Now, he's been acknowledged as its "technical innovation leader" by the company's CEO.
The Motley Fool December 28, 2006 Michael Leibert	Fool on the Street: P&G Still Going Strong Investors who believe that the consumer goods giant can achieve organic sales growth of 4% to 7% over the next few years might consider the current share price to be an attractive entry point to own a stake in an industry leader.
HBS Working Knowledge May 2, 2005 Jonathan Byrnes	Managing at the Right Level Managing appropriately at different levels of an organization requires very different skills, activities, and time horizons because the objective of management changes radically.
IndustryWeek June 22, 2011	Value Stream Segmentation Focuses on Customer Needs By analyzing and segmenting market requirements, a business that is truly demand driven will optimize individual value streams to match customers' unique needs.
HBS Working Knowledge December 5, 2005 Jonathan Byrnes	Middle Management Excellence What is the single most important thing a CEO can do to maximize his or her company's performance? The answer is to creatively, aggressively, and systematically build the capabilities of the company's middle management team: the vice presidents, directors, and managers.
CIO August 1, 2002 Christopher Koch	It All Began with Drayer The world was transformed when Procter & Gamble's Ralph Drayer and Wal-Mart's Sam Walton sat down in 1987 to discuss a better way of keeping Wal-Mart in diapers. In an exclusive interview, Drayer reveals the roots of a business process revolution.
BusinessWeek February 14, 2005 Nanette Byrnes	Branding: Five New Lessons The P&G purchase of Gillette shows that innovation is key, and marketing is more diffuse and personal. Here are lessons from classic companies and upstarts alike, all thriving by managing brands differently than companies did in the heyday of the mass market.
The Motley Fool February 22, 2010 Mike Pienciak	More Good News From P&G Product innovations hold promise. (Well, some of them.)
HBS Working Knowledge November 17, 2003 Diana Farrell	IT Investments that Pay Off Whether you believe that IT revolutionized business processes or didn't change a thing, this article will help you get a handle on how to forge ahead in the "new" economy.
HBS Working Knowledge March 20, 2006 Huston & Sakkab	P&G's New Innovation Model Procter & Gamble's assessment of its aging innovation process and the development of connect and develop.
IndustryWeek July 22, 2009 Jill Jusko	Building A Better Supply Chain Superior supply chain execution is a difficult challenge to meet. Experts share their thoughts about who is achieving top performances, and what criteria manufacturers should focus on to improve their own supply chain capabilities.
IndustryWeek January 1, 2007 Jill Jusko	Consumer Products Companies Best Practices -- A Team Effort Consumer products companies embrace collaboration to speed innovation and product development efforts.
HBS Working Knowledge April 5, 2004 Jonathan Byrnes	Fixing the Healthcare Supply Chain The paradox of healthcare supply chains is that they are the home of some of the best and worst practices in supply chain management. With limited hospital budgets, supply chain inefficiencies consume resources that could be used to bring important therapies into more widespread availability.
HBS Working Knowledge October 4, 2004 Jonathan Byrnes	The Challenges of Paradigmatic Change It has the potential to create major new value and to renew a company, but it is very difficult to accomplish in the absence of a business crisis. Here's a three-step strategy to creating change before crisis.
Entrepreneur December 2003 Mark Henricks	A Tight Ship Profitability management helped PC maker Dell pull off a turnaround. Can it help you do the same?
HBS Working Knowledge April 28, 2008 Julia Hanna	HBS Cases: Negotiating with Wal-Mart Driving a mutually agreeable deal with a large company such as Wal-Mart means price alone can't be the centerpiece of the interaction.
HBS Working Knowledge February 2, 2004 Jonathan Byrnes	Action-Training for Effective Change Profitability management is all about greatly improving a company's performance without the need for capital expenditures. But this requires effective change management and ironically, for many managers, it may seem easier to spend money than to change their managers' behavior.
Investment Advisor June 2010 Mark Tibergien	A Clear Sign You Haven't Achieved Critical Mass You know you've achieved critical mass when the departure of an employee or significant client doesn't send the business into a tailspin.
The Motley Fool April 15, 2005 Chris Mallon	Wal-Mart: Tech King? Wal-Mart's innovative use of technology changed the face of American business.
The Motley Fool January 31, 2011 Andrew Bond	A Consumer Giant That's on the Cutting Edge Procter & Gamble's innovation comes from many sources.
The Motley Fool July 19, 2010 Eric Bleeker	Procter & Gamble's Tricky Ambitions Can it maintain margins while moving further into value segments?
CIO January 15, 2003 Mohanbir Sawhney	New Value, Same Customers The value of customers goes beyond what they spend. By using activity-based costing approaches to allocate marketing, sales and support costs to specific customer accounts, you can create a more accurate picture of what your customers are really worth.
CRM November 2007 Colin Beasty	Predicting Profitability After years of trial-and-error, enterprises are finally developing innovative strategies and incorporating new software to allow them to identify - and sell to - their most profitable customers.
The Motley Fool February 2, 2010 Jonathan Greenblatt	Taking a Gamble: P&G Bets on Silicon Valley Can P&G, a consumer products behemoth, embrace open-source innovation?
The Motley Fool January 27, 2006 Stephen D. Simpson	P&G Stocks Up on Profits Solid execution continues to be the hallmark of this consumer-goods giant. Investors, take note.
The Motley Fool March 30, 2009 Kristin Graham	Finding a Company to Hold Forever These five competitive forces can help uncover investments with long-term profitability.
The Motley Fool October 30, 2009 Mike Pienciak	P&G Inches Forward Slowly, very slowly, Procter & Gamble is crawling out of consumer-staples purgatory. But don't be fooled -- the world's largest consumer products company has a long way to go before it reaches growth nirvana.
The Motley Fool November 1, 2005 Nathan Parmelee	A Small Surprise From P&G Proctor & Gamble delivers, just like it promised, releasing first-quarter earnings that were actually a penny ahead of expectations.
CRM January 26, 2004 Nick Wreden	Build a Customer P&L Sheet To thrive, companies must be able to calculate customer profitability as part of the process of determining customer equity.
The Motley Fool June 10, 2005 Steven Mallas	P&G's Pen Mightier Than the Stain Shareholders can count on P&G's resume when it comes to brand management and innovation. The company is leveraging its Tide brand for a smart new product.
The Motley Fool March 1, 2006 Vitaliy Katsenelson	The Profit Margin Paradigm The broad market index fund investor may be in a pickle when a cheap market suddenly becomes more expensive. If today's corporate profitability reverts to the mean profit margins observed over the last 25 years, corporate profits would decline almost 19%.
The Motley Fool November 2, 2006 Steven Mallas	P&G Just Peachy Investors, you can count on Procter & Gamble to deliver the earnings goods.
Fast Company September 2003 Bill Breen	The Big Score It was a $3 billion race that Hewlett-Packard simply couldn't afford to lose. Winning would justify its grand strategy -- and prove that it could run with the big dogs. An inside look at an upset, and an upstart's guide to competition.
Investment Advisor June 2010 Mark Tibergien	New Challenges for Achieving Critical Mass Critical mass for an advisory firm, traditionally $5 million in annual revenue, is creeping up.
CRM May 1, 2006 Collins, Nair & Schumacher	Reaching the Next Level of Performance in Marketing Marketers should expand their focus and look for opportunities to drive incremental revenue across all stages of customers' interactions.
Fast Company October 2006 Roger Martin	Tough Love Business wants to love design, but it's often an awkward romance.
CIO July 15, 2001 Sarah D. Scalet	SCM Guru Hau Lee on Demand Forecasting Don't think of it as a chain. Think of it as an intricate network of suppliers, distributors and customers who share information. Your business's success depends on it...
The Motley Fool January 9, 2006 Shannon Zimmerman	A&P's Unhappy Ending The grocery chain reports third quarter results. Investors need to decide whether this small retailer has further to swim -- or further to sink.
HBS Working Knowledge July 19, 2010 Julia Hanna	How Mercadona Fixes Retail's 'Last 10 Yards' Problem Spanish supermarket chain Mercadona offers aggressive pricing, yet high-touch customer service and above-average employee wages.
The Motley Fool February 27, 2008 Colleen Paulson	Making the Tough Decisions Delivering double-digit toothpaste and soap growth means that Procter & Gamble must be meticulous about cost control, and P&G has signaled once again that it will proactively manage its business to success.
The Motley Fool July 16, 2010 Sean Sun	Stock Cheat Sheet: Procter & Gamble If you're new to Procter & Gamble, consider this your cheat sheet to get introduced to the consumer products giant.
The Motley Fool September 11, 2009 Mike Pienciak	Procter & Gamble Caves In to the Recession The consumer products giant is cutting prices to lure back customers.