Finding Your Next Core Business  

Oleh:

Zook, Chris

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 85 no. 04 (2007), page 66-75.
Topik: BUSINESS; next core; business

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Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.33 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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What if you’ve taken your core as far as it can go ? It is a wonder how many management teams fail to exploit, or even perceive, the full potential of the basic businesses they are in. Company after company prematurely abandons its core in the pursuit of some hot market or sexy new idea, only to see the error of its ways - often when it’s too late to reverse course. Bausch & Lomb is a classic example. Its eagerness to move beyond contact lenses took it into dental products, skin care, and even hearing aids in the 1990 s. Today B & L has divested itself of all those businesses at a loss, and is scrambling in the category it once dominated (where Johnson & Johnson now leads). And yet it’s also true that no core endures forever. Sticking with an eroding core for too long, as Polaroid did, can be just as devastating. Both these companies were once darlings of Wall Street, each with an intelligent management team and a formerly dominant core. And in a sense, they made the same mistake : They misjudged the point their core business had reached in its life cycle and whether it was time to stay focused, expand, or move on.

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