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

Harvard Business

JANUARY 5, 2018

But over and over again in our three decades of experience as talent development and retention specialists, we’ve seen that companies consistently overlook half of them. The jobs are in sales, customer contact centers, and field service positions. Or they may be people who interact with customers after the sale.

Talent 28

Talent McKinsey Apparel Sales 28

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.

Apparel 56

Apparel Talent Productivity Report 56

Harvard Business

DECEMBER 20, 2016

I’m talking about the superconsumers who are inside your organization, working at every level: the fashionista who works in the mail room at the headquarters of an apparel company, or the finance manager who works for a pork brand and who eats three pounds of bacon in any given week. Sales & Marketing Adapted from.

Energy 28

Energy Airlines Culture Retail 28