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Informationen zum Autor Michael Moesgaard Andersen is CEO of Andersen Advisory Group A/S and Adjunct Professor at Copenhagen Business School. He and his team have provided strategy advice to numerous companies around the world, and he has his own private venture capital company. He is a frequent speaker and the author or co-author of numerous articles and several books. Morten Froholdt holds a MSc. Econ from Copenhagen Business School in International Management and Marketing. He has international experience from working abroad for large multinationals in the professional services and IT & telco sector. He is currently undertaking a PhD in conjunction with a consulting position in a private company. Flemming Poulfelt is Professor of Management and Strategy, Vice Dean and Director of CBS Leadership Lab at Copenhagen Business School. He is the author of various articles and books on strategy, management and management consulting. He serves on several corporate boards, consults widely and is a frequent speaker at seminars and conferences. Klappentext More and more companies are moving into the market of bridging the gap between differentiation and cost leadership (the mix between Porter's classic strategies). The new book will discuss and extend the concept of bridge-building strategies with disruptive effects by illustrating these strategies with a number of well known and new examples from Europe! Asia and the US and by outlining some basic principles of what it takes to execute a disruptive business model in a successful way. Zusammenfassung The book focuses on execution of new business models with disruptive elements and/or unprecedented strategic perspective. This is elucidated by including the newest literature on strategy and visualized in the case descriptions and analyses throughout most of the chapters in the book. Inhaltsverzeichnis 1. The X-factor Universe is Overlooked in Stratey! 2. The Recipe Game 3. The Strategy Landscape 4. The Strategy System or How To Combine Perspectives 5. What Triggers Strategy? 6. Exploiting Customer Attitudes 7. Leveraging the Financial Circuit 8. Revising the Product Portfolio 9. Optimizing the Organizational Design 10. Spinning the Technological Chain 11. Driving the Leadership Genes 12. Inroads to the Achievement of a Higher Return on Strategy Appendix I: Zero SAC. Appendix II: Foremost Case Companies. Bibliography. End notes ...
