Kates Kesler

JANUARY 25, 2013

Take Nike, marketing a core brand across a number of consumer categories with hundreds of footwear and apparel products all over the world. It’s no longer enough for the separate businesses to act autonomously to make sales calls to the same corporate customers, or to set up their own infrastructure in China and India. The solution.

Apparel 56

Apparel Talent Productivity Report 56

Harvard Business

DECEMBER 20, 2016

Good leadership certainly helps, but more often than not, the organization will revert to business as usual. ” Keith Levy, who oversaw the creation of Bud Light Lime and other similar products as vice president of marketing and sales for Anheuser-Busch, took a similar stand on in-house superconsumers. Building Empathy.

Energy 28

Energy Airlines Culture Retail 28

Kates Kesler

JUNE 11, 2014

We recently completed a study for the CEO of a very well known, global sports-apparel brand company. He wanted to challenge his team, as part of the strategic talent review process, to think about whether or not the company’s organizational architecture was suited to its growth plan to double in size. Learning from Big Companies.

Apparel 82

Apparel Healthcare Enterprise Chemicals 82