vnbhattacharya

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Name: 
V.N. Bhattacharya
Business Website: 
www.vnbhattacharya.com
Contact: 
Tel.: +91-80-2539 2300E-mail: vn@vnbhattacharya.com
Organisation: 

Management Consultant

Introduction: 

Independent management consultant on strategy focussed on sustainable and profitable growth of companies. Work encompasses competitive and corporate strategy, growth strateg, sales and marketing strategies.

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12 years 3 weeks

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In the HBR article by that title David Collis and Michael Rukstad propose that a short statement ensures clarity and employee alignment. Objective, scope, and advantage are its three components. Objective. Strategy must have a specific end in mind. Maximising shareholder value, achieving leadership, etc. are too general.  Edward
Working with a number of mid-sized as well as large companies as a management consultant, I have come to the unhappy conclusion that managers have an unwise preference for size. They believe revenue growth automatically improves profitability. Their focus on the top line is probably explained by the business world's emphasis on economics, win-
The 26 May 2006 Bangalore edition of The Times of India carried an article titled ‘Karnataka's condom bubble has burst'. It was not about family planning. It told the story of how trying to sell condoms through ration shops failed as an AIDS prevention measure besides leading to unexpected consequences.   The Karnataka
In the previous three articles, Mr. Bhattacharya wrote about common errors in understanding strategy. He discussed how objectives are confused with strategy, that actions are seen as substitutes for it, the myths of scaling up effort and operational efficiencies. Aiming to kill competition - a manifestation of arrogance, and the annual operating
In the previous two issues, Mr. Bhattacharya wrote about four common errors in understanding strategy. He discussed how objectives are confused with strategy, that actions are seen as substitutes for it, the myths of scaling up and operational efficiencies. He continues the discussion here.   5. Killing Competition   In a
This is the second  in a series of articles in which Mr. Bhattacharya explores the misconceptions about Strategy   In the previous issue, Mr. Bhattacharya explored two common errors in understanding strategy. He wrote about confusing objectives with strategy and how actions are considered a substitute for it. He continues the

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