Kevin Meyer writes about Milliken, a company in the textile business in the US, and how its management was able to keep the company growing even when faced with cheap imports.
I particularly like his point about management not joining the "whining crowd", and instead, focusing on challenging the way things are done now. Milliken also is a great example of how to "segment your markets and not your resources", or how to serve other markets using current capabilities, to grow sales and mitigate risks.
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