Boston Consulting Group on Strategy - Classic Concepts and New Perspectives

Zusatztext "Essential reading for anyone with a serious interest in strategy." (Long Range Planning! 40/2007) Informationen zum Autor CARL W. STERN has been with BCG for thirty-two years. He was the CEO of BCG from 1997 to 2003 and presently serves as co-chairman of the board. He holds an MBA from Stanford Business School. MICHAEL S. DEIMLER is a Senior Vice President in the Atlanta office of BCG and the leader of its strategy practice. He holds an MBA from The Wharton School. Klappentext A collection of the best thinking from one of the most innovative management consulting firms in the worldFor more than forty years, The Boston Consulting Group has been shaping strategic thinking in business. The Boston Consulting Group on Strategy offers a broad and up-to-date selection of the firm's best ideas on strategy with fresh ideas, insights, and practical lessons for managers, executives, and entrepreneurs in every industry. Here's a sampling of the provocative thinking you'll find inside:"You have to be the scientist of your own life and be astonished four times:at what is, what always has been, what once was, and what could be.""The majority of products in most companies are cash traps . . . .[They] are not only worthless, but a perpetual drain on corporate resources.""Use more debt than your competition or get out of the business.""When information flows freely, reputation, more than reciprocity,becomes the basis for trust.""As a strategic weapon, time is the equivalent of money, productivity,quality, even innovation.""When brands become business systems, brand management becomes far too important to leave to the marketing department.""The winning organization of the future will look more like a collection ofjazz ensembles than a symphony orchestra.""Most of our organizations today derive from a model whose original purpose was to control creativity.""Rather than being an obstacle, uncertainty is the very engine of transformation in a business, a continuous source of new opportunities.""IP assets lack clear property lines. Every bit of intellectual property you can own comes with connections to other valuable innovations." Zusammenfassung For the past 43 years, The Boston Consulting Group (BCG) has been shaping the way business is done all over the world. This book, a compilation of 75 of BCG's most influential articles and pieces on strategy, is an indispensable source of fresh ideas, insights, and practical lessons for managers, executives, and entrepreneurs in every industry. Inhaltsverzeichnis Foreword xiii Preface xv Acknowledgments xvii Part One The Nature of Business Strategy Strategic and Natural Competition, Bruce D. Henderson, 1980 2 Part Two The Development of Business Strategy Foundations 9 The Experience Curve Reviewed: History, Bruce D. Henderson, 1973 12 The Experience Curve Reviewed: Why Does It Work? Bruce D. Henderson, 1974 15 The Experience Curve Reviewed: Price Stability, Bruce D. Henderson, 1974 18 The Pricing Paradox, Bruce D. Henderson, 1970 24 The Market-Share Paradox, Bruce D. Henderson, 1970 27 More Debt or None? Bruce D. Henderson, 1972 29 The Rule of Three and Four, Bruce D. Henderson, 1976 31 The Product Portfolio, Bruce D. Henderson, 1970 35 The Real Objectives, Bruce D. Henderson, 1976 38 Milestones 40 Life Cycle of the Industry Leader, Bruce D. Henderson, 1972 43 The Evils of Average Costing, Richard K. Lochridge, 1975 46 Specialization or the Full Product Line, Michael C. Goold, 1979 48 Stalemate: The Problem, John S. Clarkeson, 1984 51 Business Environments, Richard K. Lochridge, 1981 56 Revolution on the Factory Floor, Thomas M. Hout and George Stalk Jr., 1982 59 Time-The Next Source of Competitive Advantage, George Stalk Jr., 1...

Inhaltsverzeichnis

Foreword.
 
Preface.
 
Acknowledgments.
 
PART ONE: The Nature of Business Strategy.
 
Strategic and Natural Competition, Bruce D. Henderson, 1980.
 
PART TWO: The Development of Business Strategy.
 
Foundations.
 
The Experience Curve Reviewed: History, Bruce D. Henderson, 1973.
 
The Experience Curve Reviewed: Why Does It Work? Bruce D. Henderson, 1974.
 
The Experience Curve Reviewed: Price Stability, Bruce D. Henderson, 1974.
 
The Pricing Paradox, Bruce D. Henderson, 1970.
 
The Market-Share Paradox, Bruce D. Henderson, 1970.
 
More Debt or None? Bruce D. Henderson, 1972.
 
The Rule of Three and Four, Bruce D. Henderson, 1976.
 
The Product Portfolio, Bruce D. Henderson, 1970.
 
The Real Objectives, Bruce D. Henderson, 1976.
 
Milestones.
 
Life Cycle of the Industry Leader, Bruce D. Henderson, 1972.
 
The Evils of Average Costing, Richard K. Lochridge, 1975.
 
Specialization or the Full Product Line, Michael C. Goold, 1979.
 
Stalemate: The Problem, John S. Clarkeson, 1984.
 
Business Environments, Richard K. Lochridge, 1981.
 
Revolution on the Factory Floor, Thomas M. Hout and George Stalk Jr., 1982.
 
Time--The Next Source of Competitive Advantage, George Stalk Jr., 1988.
 
Competing on Capabilities: The New Rules of Corporate Strategy, George Stalk Jr., Philip B. Evans, and Lawrence E. Shulman, 1992.
 
Strategy and the New Economics of Information, Philip B. Evans and Thomas S. Wurster, 1997.
 
Collaboration Rules, Philip Evans and Bob Wolf, 2005.
 
PART THREE: The Practice of Business Strategy.
 
The Customer: Segmentation and Value Creation.
 
Segmentation and Strategy, Seymour Tilles, 1974.
 
Strategic Sectors, Bruce D. Henderson, 1975.
 
Specialization, Richard K. Lochridge, 1981.
 
Specialization: Cost Reduction or Price Realization, Anthony J. Habgood, 1981.
 
Segment-of-One(r) Marketing, Richard Winger and David Edelman, 1989.
 
Discovering Your Customer, Michael J. Silverstein and Philip Siegel, 1991.
 
Total Brand Management, David C. Edelman and Michael J. Silverstein, 1993.
 
Pricing Myopia, Philippe Morel, George Stalk Jr., Peter Stanger, and Peter Wetenhall, 2003.
 
Trading Up, Michael J. Silverstein and Neil Fiske, 2003 and 2005.
 
Trading Down: Living Large on $150 a Day, Lucy Brady and Michael J. Silverstein, 2005.
 
Innovation and Growth.
 
From the Insight Out, Michael J. Silverstein, 1995.
 
Capitalizing on Anomalies, Lawrence E. Shulman, 1997.
 
Breaking Compromises, George Stalk Jr., David K. Pecaut, and Benjamin Burnett, 1997.
 
A New Product Every Week? Lessons from Magazine Publishing, Gary Reiner and Shikhar Ghosh, 1988.
 
Innovating for Cash, James P. Andrew and Harold L. Sirkin, 2003.
 
Acquiring Your Future, Mark Blaxill and Kevin Rivette, 2004.
 
Deconstruction of Value Chains.
 
The New Vertical Integration, John R. Frantz and Thomas M. Hout, 1993.
 
The Deconstruction of Value Chains, Carl W. Stern, 1998.
 
How Deconstruction Drives De-Averaging, Philip B. Evans, 1998.
 
Thinking Strategically about E-Commerce, Philip B. Evans and Thomas S. Wurster, 1999.
 
From "Clicks and Mortar" to "Clicks and Bricks," Philip B. Evans and Thomas S. Wurster, 2000.
 
Thermidor: The Internet Revolution and After, Philip B. Evans, 2001.
 
The Online Employee, Michael S. Deimler and Morten T. Hansen, 2001.
 
Richer Sourcing, Philip B. Evans and Bob Wolf, 2004.
 
The Real Contest between America and China, Thomas

Bericht

"Essential reading for anyone with a serious interest in strategy." ( Long Range Planning , 40/2007)

Produktdetails

• Autoren: Michael S. Deimler, C Stern, Carl W Stern, Carl W. Stern, Carl W. Deimler Stern
• Mitarbeit: M. S. Deimler (Herausgeber), Michael S. Deimler (Herausgeber), Deimler Michael S. (Herausgeber), Carl W. Stern (Herausgeber), Stern Carl W. (Herausgeber)
• Verlag: Wiley, John and Sons Ltd
• Sprache: Englisch
• Produktform: Fester Einband
• Erschienen: 09.06.2006
• EAN: 9780471757221
• ISBN: 978-0-471-75722-1
• Seiten: 432
• Abmessung: 157 mm x 235 mm x 35 mm
• Themen: Sozialwissenschaften, Recht,Wirtschaft > Wirtschaft > Management; Wettbewerb, Strategisches Management, Business & management, Strategic management, Strategische Planung, Wirtschaft u. Management, Wirtschaft / Werbung, Marketing