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Marakon Associates is in the Business Services Industry
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Closing the Strategy-to-Performance Gap: Techniques for Turning Great Strategy Into Great Performance
The benefit from closing the strategy-to-performance gap is huge - an increase in performance of anywhere from 60% to 100% for most companies. But this almost certainly understates the true benefits of creating a strategy-to-performance loop. Companies that achieve tight linkage between their strategies, their plans and ultimately their performance...
Navigating Growth in Emerging Markets: Six Rules for Improving Decision-Making Between Corporate and Local Leadership
Multinational corporations MNCs are scouring the globe for growth, and increasingly they are finding it in emerging markets. Real GDP is forecast to rise three times faster in Brazil, Russia, India and China (the "BRICs" economies) than in the leading developed nations over the next six years - about six...
The Neglected Art of Strategic Pricing: Lessons From Retail Banking
More often than not, senior managers respond to complex pricing challenges in one of three ways: They over-delegate decisions to individuals much lower in the organization; they under-analyze the situation by relying on simple default pricing models; or they employ technology as a silver bullet solution, supplanting the need for...
Balancing Service With Savings: Customer-Centric Merger Integration in Retail Banking
This article lays out four rules banks can follow to increase post-merger customer retention and simultaneously achieve the cost savings that together make the deal economically compelling. The paper argues that the key to meeting these objectives is to avoid the most harmful service disruptions that inevitably drive customers away:...
Structure Is Strategy: Gaining Strategic Advantage Through Organizational Design
One of the world’s best performing natural resources companies created a unique organizational structure that combines the advantages of small business units with “virtual structures” - groupings of these business units - that can address different strategic issues and competitive environments. Every business organization should be designed to exploit what’s...
Resetting the Guidance Game: How to Communicate What Really Matters
Many believe that the call to end guidance is a call for less information. Quite the contrary: it is about changing the nature of the information shared to make it more meaningful. This article emphasizes that the best approach to communicating performance focuses less on near-term managed numbers and more...
Using 'Outside-the-Box' Thinking to Drive 'Inside-the-Box' Strategies
Rather than spurring on creative thinking in strategy development, the command to "think outside the box" is often taken as a rallying cry for radical change. For most large companies, however, radical change - be it portfolio transformation or diversification - has not been all that effective in producing superior...
Merger of Minds: Building Organizational Advantage Through Shared Leadership
True leadership is not a solitary pursuit; it is about building a shared capability throughout an organization to make the very best decisions for the business - creating shared leadership. This article focuses on the importance of achieving a merger of minds, which means establishing a shared ambition, managing to...
Capital Management: A Key to Linking Strategy and Value Growth
This paper discusses about Capital management. Capital management is the most influential lever the chief executive has to impact business strategy and financial performance. Unlike any other management process, it instills the discipline and accountability necessary to improve returns and accelerate growth over time. Introducing new processes and agreeing on...
Making Strategic Planning Matter: Moving from Traditional Planning to Continuous Strategy Development
Many executives have grown skeptical of strategic planning. The purpose of strategic planning isn’t to drive a company’s strategy. Driving a company’s strategy isn’t about influencing top management’s decisions. For strategic planning to be worthwhile, the process needs to be redesigned – focused not on developing a static plan, but...
Retailers at the Crossroads: How to Develop New Profitable Growth Strategies
Many industries have been hit hard by the current recession, but none more so than the retail sector. A number of large U.S. chains that were once household names – Ames, Bradlees, Caldor and Montgomery Ward, to name a few – have folded. Others, such as Toys “R” Us, J.C....
Accelerating Profitable Organic Growth
"Most convergence of several trends – global excess capacity, increased customer power and investor skepticism about the economics of M&A – have left them with meager volume growth, little to no pricing power and a reduced ability to buy earnings. All of this has placed a huge premium on not...
Profitable Growth: A Value Based Approach to Entering New Markets
In an era of high stock market expectations, the pressure on management to increase growth is enormous. For many companies, entering new markets via a large acquisition often appears to be the easiest way to meet growth goals. Ensuring that the investment needed to enter new markets will create value...
Looking For Growth
The unprecedented increase in corporate profitability has caused earnings to grow at a 21% annual rate, even though revenue growth was less than 7%. While many executives are justifiably pleased with these results, they are also worried about how to sustain recent levels of performance. Their concern is that the...
So, What Exactly Is Your Corporate Strategy
"As with all management tools for creating positive change in behavior, corporate strategy is as much art as it is science. The art of crafting the right one for the company can be informed by developing three to five strategic themes that are distinctive, selective and suggestive. The...
Back To The Future
Resources are allocated to increasing globalization and deregulation combined with rapid changes in technology . Incentive compensation is explicitly linked to value creation. Most companies make real, measurable progress on three or more of the indicators described in this paper during the first year of managing for value. For most...
Turning Downturns Upside Down: How to Reposition for Growth During Soft Markets
"Internet start-ups, established mid-sized companies and high-tech blue chips all met the same, unfortunate fate. Today, however, it is clear that some technology companies have risen from the ashes much faster than their peers in terms of underlying profit and relative stock performance. When choosing which businesses to...
Outsourcing for Outsized Gains: Lessons from the Best and Biggest Deals
"While large-scale outsourcing continues to gain in importance, many companies ,to the dismay of their shareholders have failed to find a way to translate big deals into higher returns. This paper discusses the steps executives can take to tilt the odds of success in their favor. The approach involves creating...
Making M&A Pay: Lessons From The World’s Most Successful Acquirers
"Mergers and acquisitions have been an important strategic tool for well over a century. As regulatory changes prepare the ground for a new M&A wave, this paper challenges the anti-M&A bias created by the media’s tendency to judge the takeover system by the performance of an average (and in...
The Four Disciplines of Superior Value Growth
"After the long bull market, the irrational exuberance of the late '90s, and the last few years of economic malaise, there are precious few companies and management teams experienced in managing their way out of recessions. The risk is that business leaders will once again be carried away by the...
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American Reprographics Company Q3 2008 Earnings Call Transcript
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ENGlobal Inc. Q3 2008 Earnings Call Transcript
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Marakon Associates Company Info
NAICS Code
Administrative Management and General Management Consulting Services: 541611
