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ADAPT interview framework: Ingram, Thomas N.
 

ADAPT interview framework

Ingram, Thomas N.

  • topic: marketing & sales
  • period: 1995
In the early 1990's, the American marketing professor Thomas Ingram, co-developed the ADAPT questioning system to support relationship-based selling that requires a long term focus and spans multiple sales meetings. The method aimed first to identify the wider, organisational situation, then discover and explore customer needs. ADAPT is most effective for...
 
strategic choice typology: Miles, Raymond E., Snow, Charles C.
 

strategic choice typology

Miles, Raymond E., Snow, Charles C.

  • topic: org. design & development and strategic management
  • period: 1978
In 1978, the American academics Miles and Snow developed their strategic choice typology and helped launch the configurational branch of business strategy. Their study brought together the situationalist and the universalist camps who were disputing how companies should compete in a given market. For situationalists, generic strategies were intrinsically...
 
seven S model: Athos, Anthony G., Pascale, Richard T., Peters, Thomas J., Waterman, Robert H.
 

seven S model

Athos, Anthony G., Pascale, Richard T., Peters, Thomas J., Waterman, Robert H.

  • topic: org. design & development, personnel management and strategic management
  • period: 1980
The McKinsey consultants Anthony Athos, Richard Pascale, Tom Peters and Robert Waterman developed the 7 S model as a analytical framework in the late 70s when they researched organisational effectiveness. The consultants went full circle with this model by linking strategy with organisational effectiveness. McKinsey & Company began as consultancy firm...
 
value chain analysis: Porter, Michael E.
 

value chain analysis

Porter, Michael E.

  • topic: finance & accounting, marketing & sales, org. design & development and strategic management
  • period: 1985
Michael Porter published the Value Chain Analysis in 1985 as a response to criticism that his Five Forces framework lacked an implementation methodology that bridged the gap between internal capabilities and opportunities in the competitive landscape. This framework focused on industry attractiveness as a determinant of the profit potential of all companies...