Harvard Business Review - October 2005 - download pdf or read online

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Employee age has a mixed effect on innovation. Older employees – especially at pharmaceutical companies–are an important resource. Medignostics supplies products to seniors, a fast-growing market. As Bertha Weber explained, firms that properly utilize older employees will develop better products for this target group and will be better equipped to market to them effectively. their business elsewhere; winning them back may take expensive measures. Additionally, the salary structure is surely becoming an issue since older employees generally have higher salaries than their colleagues who are ten to 15 years younger.

It reminds me, in fact, of Y2K. ” “Think about it, Frank,” Weber said, reading his mind. “What do you know about the problems one faces when arthritis sets in? ” “Listen, I just turned 45. ” “Precisely,” she beamed. “And therefore people your age – not to mention those who are younger–aren’t qualified to market the products that 70-year-olds need. Our arthritis campaign that was so successful last year? ” “So you’re concerned about our recruiting. I see. ”Heberer thought for a moment. “Makes sense.

They proved as critical in battle as planes and tanks, essential for constructing landing strips, digging ditches, clearing forests, and so forth. S. troops came home. Most of that machinery was taken over by local European and Asian governments and businesses, which created a new market for the manufacturer. Caterpillar estab- lished dealerships and service centers in these areas for training, maintenance, and – most important – follow-on purchases. At the same time, Neumiller’s insistence that the company stick to its core competency meant that after the war Caterpillar was well prepared to fill the growing need for earthmoving equipment at home, providing machines for roadway construction, suburban expansion, and other large-scale development in the 1950s.

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Harvard Business Review - October 2005 by Harvard Business Review Writers

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