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Informationen zum Autor Paul Leinwand is a Partner in Booz & Company's global consumer, media, and retail practice. He serves as chair of the firm's Marketing Advisory Council. Cesare Mainardi is Managing Director of Booz & Company's North American business and is a member of the firm's Executive Committee. In 2005, Consulting magazine named him in its Top 25 Consultants list. Klappentext Conventional wisdom on strategy is no longer a reliable guide. In "Essential Advantage," Booz & Company's Cesare Mainardi and Paul Leinwand maintain that success in any market accrues to firms with coherence: a tight match between their strategic direction and the capabilities that make them unique. Achieving this clarity takes a sharpness of focus that only exceptional companies have mastered. This book helps you identify your firm's blend of strategic direction and distinctive capabilities that give it the "right to win" in its chosen markets. Based on extensive research and filled with company examples--including Amazon.com, Johnson & Johnson, Tata Sons, and Procter & Gamble--"Essential Advantage" helps you construct a coherent company in which the pieces reinforce each other instead of working at cross-purposes. The authors reveal: - Why you should focus on a system of a few aligned capabilities - How to identify the "way to play" in your market - How to design a strategy for well-modulated growth - How to align a portfolio of businesses behind your capability system - How your strategy clarifies growth, costs, and people decisions Few companies achieve a capability-driven "right to win" in their market. This book helps you position your firm to be among them. Leseprobe Chapter 1: The Value of Coherence Essential advantage and what it means for your business How many books, frameworks, and consultants have you turned to in the search for the right strategy? How often have your strategies changed in an attempt to create value? How many times has your organization pursued new growth avenues or ?white spaces”, with an enormous amount of time and effort, and never quite getting the results you expected? How many initiatives have you started that didn’t stick ? or that never achieved their potential? Most importantly, how many of these approaches to business success were isolated or fragmented within your company, ignoring or even undermining each other, simply because nobody had quite figured out how to fit them all together? ?We’re searching for the glue,” lamented the CEO of one of the world’s largest consumer products companies when we met with him not long ago. He is not alone. Most senior executives would like their decisions to relate effectively to all parts of the enterprise, from customers to internal investments to product or service lines. And yet they seem to spend their time making choices and tradeoffs, balancing functional requests with business demands, all while putting out the fires that flare up constantly. They don’t spend a lot of time on the potential advantage available to the enterprise as a whole. This is a book about the nature of essential advantage in any business. As strategy consultants who have worked with hundreds of companies in defining moments of crisis and business transformation, we’ve been furnished with a rare window on what allows organizations to establish and sustain success over time. As a result, we have distilled what we believe to be the essence of advantage. Your essential advantage is what your company does better than anyone else. When it is relevant to your ability to create value, it becomes the source of sustainable, superior returns. It’s not what you have that matters; it’s not what you sell; it’s not even what you’re known for. It’s what you do, time and again, for the customers you serve. Many businesses struggle along without a clearly realized, distinctive advantage of this sort, But a few seem to possess it to some noti...
