https://www.spreaker.com/podcast/business-decisions-and-corporate-strategy--7328933Each episode brings together multiple professional perspectives to break down a real strategic decision: what management was trying to solve, what alternatives were available, what the economics looked like, what could go wrong, and why intelligent people could reasonably disagree.
From pricing and product strategy to acquisitions, distribution, capital allocation, competitive advantage, turnarounds, and business-model shifts, the show goes beyond success stories and corporate mythology.
A good outcome does not always mean it was a good decision.
A bad outcome does not always mean it was a bad one.
The real question is whether the decision made sense with the information, incentives, risks, and constraints management had at the time.
If you want to understand how companies actually think, compete, allocate capital, and make difficult trade-offs, this is the conversation behind the headline.
]]>enBusinessCopyright Harvey Churchhttps://d3wo5wojvuv7l.cloudfront.net/t_rss_itunes_square_1400/images.spreaker.com/original/95f873b9f7de52e011d13a90d21f4378.jpghttps://www.spreaker.com/podcast/business-decisions-and-corporate-strategy--7328933Wed, 09 Sep 2026 09:09:21 +0000Harvey ChurchHarvey Churchfeeds@spreaker.comBusiness Decisions and Corporate Strategy examines the choices that shape companies long before the outcome becomes obvious. Each episode brings together multiple professional perspectives to break down a real strategic decision: what management was...Each episode brings together multiple professional perspectives to break down a real strategic decision: what management was trying to solve, what alternatives were available, what the economics looked like, what could go wrong, and why intelligent people could reasonably disagree.
From pricing and product strategy to acquisitions, distribution, capital allocation, competitive advantage, turnarounds, and business-model shifts, the show goes beyond success stories and corporate mythology.
A good outcome does not always mean it was a good decision.
A bad outcome does not always mean it was a bad one.
The real question is whether the decision made sense with the information, incentives, risks, and constraints management had at the time.
If you want to understand how companies actually think, compete, allocate capital, and make difficult trade-offs, this is the conversation behind the headline.
]]>false4c69d518-ff56-5ce6-95f5-d643e6647253episodichttps://www.spreaker.com/episode/costco-s-1-50-hot-dog-is-not-really-about-the-hot-dog--75017632But Costco is not afraid of raising prices everywhere. It has raised membership fees and adjusted prices throughout its warehouses. So why protect this particular price? In this episode, the panel examines price signaling, membership economics, operational efficiency, customer trust, and whether sacrificing profit on one highly visible item can strengthen an entire business model.
]]>https://api.spreaker.com/episode/75017632Wed, 09 Sep 2026 06:26:56 +0000Harvey ChurchFor roughly four decades, Costco has kept its famous hot dog and drink combo at one dollar and fifty cents, even as labor, food, transportation, and almost everything else became more expensive. But Costco is not afraid of raising prices everywhere....But Costco is not afraid of raising prices everywhere. It has raised membership fees and adjusted prices throughout its warehouses. So why protect this particular price? In this episode, the panel examines price signaling, membership economics, operational efficiency, customer trust, and whether sacrificing profit on one highly visible item can strengthen an entire business model.
]]>1191advantage,business,competitive,corporate,costco,customer,decisions,economics,gross,loyalty,margin,membership,multi,podcast,price,pricing,retail,signaling,strategy,voicefalsefullhttps://www.spreaker.com/episode/adobe-risked-its-best-business-to-make-customers-pay-forever--75017631https://api.spreaker.com/episode/75017631Wed, 09 Sep 2026 06:26:31 +0000Harvey ChurchAdobe once sold some of the world's most important creative software through expensive perpetual licenses. Customers bought Photoshop, Illustrator, Premiere, or Creative Suite and could continue using the version they owned without paying Adobe every...2057adobe,business,cloud,corporate,costs,creative,customer,decisions,economics,model,photoshop,pricing,recurring,retention,revenue,saas,software,strategy,subscription,switchingfalsefullhttps://www.spreaker.com/episode/nike-bet-on-direct-sales-then-it-went-back-to-retailers--75017300The logic was compelling. But several years later, Nike was rebuilding relationships with wholesale partners. This episode asks a harder question than whether direct to consumer worked or failed. What did Nike gain by cutting out parts of the middleman, what did it accidentally give up, and was the real mistake the strategy itself or taking a good strategy too far?
]]>https://api.spreaker.com/episode/75017300Wed, 09 Sep 2026 05:55:32 +0000Harvey ChurchNike wanted something almost every major consumer brand wants: a direct relationship with the customer. More sales through Nike stores and Nike digital channels promised better data, greater control, stronger margins, and less dependence on retailers....The logic was compelling. But several years later, Nike was rebuilding relationships with wholesale partners. This episode asks a harder question than whether direct to consumer worked or failed. What did Nike gain by cutting out parts of the middleman, what did it accidentally give up, and was the real mistake the strategy itself or taking a good strategy too far?
]]>1041advantage,business,channel,competitive,consumer,corporate,decisions,direct,distribution,dtc,economics,multi,nike,podcast,retail,strategy,to,voice,wholesalefalsefull