Details

The Boston Consulting Group on Strategy

Classic Concepts and New Perspectives
2. Aufl.

von: Carl W. Stern, Michael S. Deimler
25,99 €
Verlag:	Wiley
Format:	PDF
Veröffentl.:	14.07.2006
ISBN/EAN:	9780470036907
Sprache:	englisch
Anzahl Seiten:	432

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Beschreibungen

Titelbeschreibung

A collection of the best thinking from one of the most innovative management consulting firms in the world For 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."

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., 1988 63 Competing on Capabilities: The New Rules of Corporate Strategy, George Stalk Jr., Philip B. Evans, and Lawrence E. Shulman, 1992 82 Strategy and the New Economics of Information, Philip B. Evans and Thomas S. Wurster, 1997 99 Collaboration Rules, Philip Evans and Bob Wolf, 2005 120 Part Three The Practice of Business Strategy The Customer: Segmentation and Value Creation 137 Segmentation and Strategy, Seymour Tilles, 1974 139 Strategic Sectors, Bruce D. Henderson, 1975 141 Specialization, Richard K. Lochridge, 1981 143 Specialization: Cost Reduction or Price Realization, Anthony J. Habgood, 1981 145 Segment-of-One® Marketing, Richard Winger and David Edelman, 1989 147 Discovering Your Customer, Michael J. Silverstein and Philip Siegel, 1991 151 Total Brand Management, David C. Edelman and Michael J. Silverstein, 1993 154 Pricing Myopia, Philippe Morel, George Stalk Jr., Peter Stanger, and Peter Wetenhall, 2003 157 Trading Up, Michael J. Silverstein and Neil Fiske, 2003 and 2005 162 Trading Down: Living Large on $150 a Day, Lucy Brady and Michael J. Silverstein, 2005 168 Innovation and Growth 173 From the Insight Out, Michael J. Silverstein, 1995 174 Capitalizing on Anomalies, Lawrence E. Shulman, 1997 176 Breaking Compromises, George Stalk Jr., David K. Pecaut, and Benjamin Burnett, 1997 179 A New Product Every Week? Lessons from Magazine Publishing, Gary Reiner and Shikhar Ghosh, 1988 183 Innovating for Cash, James P. Andrew and Harold L. Sirkin, 2003 186 Acquiring Your Future, Mark Blaxill and Kevin Rivette, 2004 189 Deconstruction of Value Chains 194 The New Vertical Integration, John R. Frantz and Thomas M. Hout, 1993 195 The Deconstruction of Value Chains, Carl W. Stern, 1998 198 How Deconstruction Drives De-Averaging, Philip B. Evans, 1998 201 Thinking Strategically about E-Commerce, Philip B. Evans and Thomas S. Wurster, 1999 205 From “Clicks and Mortar” to “Clicks and Bricks,” Philip B. Evans and Thomas S. Wurster, 2000 208 Thermidor: The Internet Revolution and After, Philip B. Evans, 2001 210 The Online Employee, Michael S. Deimler and Morten T. Hansen, 2001 214 Richer Sourcing, Philip B. Evans and Bob Wolf, 2004 218 The Real Contest between America and China, Thomas Hout and Jean Lebreton, 2003 223 Performance Measurement 227 Profit Center Ethics, Bruce D. Henderson, 1971 229 The Story of Joe (A Fable), Bruce D. Henderson, 1977 232 Controlling for Growth in a Multidivision Business, Patrick Conley, 1968 234 Making Performance Measurements Perform, Robert Malchione, 1991 237 Economic Value Added, Eric E. Olsen, 1996 240 New Directions in Value Management, Eric E. Olsen, 2002 244 Workonomics, Felix Barber, Jeff Kotzen, Eric Olsen, and Rainer Strack, 2002 248 Resource Allocation 254 Cash Traps, Bruce D. Henderson, 1972 255 The Star of the Portfolio, Bruce D. Henderson, 1976 258 Anatomy of the Cash Cow, Bruce D. Henderson, 1976 259 The Corporate Portfolio, Bruce D. Henderson, 1977 262 Renaissance of the Portfolio, Anthony W. Miles, 1986 265 Premium Conglomerates, Dieter Heuskel, 1996 268 The End of the Public Company—As We Know It, Larry Shulman, 2000 271 Advantage, Returns, and Growth—In That Order, Gerry Hansell, 2005 275 Organizational Design 281 Profit Centers and Decentralized Management, Bruce D. Henderson, 1968 282 Unleash Intuition, Richard K. Lochridge, 1984 285 Network Organizations, Todd L. Hixon, 1989 289 The Myth of the Horizontal Organization, Philippe J. Amouyal and Jill E. Black, 1994 292 The Activist Center, Dennis N. Rheault and Simon P. Trussler, 1995 295 Shaping Up: The Delayered Look, Ron Nicol, 2004 298 A Survivor’s Guide to Organization Redesign, Felix Barber, D. Grant Freeland, and David Brownell, 2002 302 Leadership and Change 309 Why Change Is So Difficult, Bruce D. Henderson, 1967 310 Leadership, Bruce D. Henderson, 1966 312 How to Recognize the Need for Change, Carl W. Stern, 1983 315 Sustained Success, Alan J. Zakon and Richard K. Lochridge, 1984 318 Strategy and Learning, Seymour Tilles, 1985 323 Let Middle Managers Manage, Jeanie Daniel Duck, 1991 327 Jazz versus Symphony, John S. Clarkeson, 1990 330 The Change Curve, Jeanie Daniel Duck, 2001 333 Leadership in a Time of Uncertainty, Bolko von Oetinger, 2002 342 Leading in Emotional Times, Jeanie Daniel Duck, 2002 345 The Forgotten Half of Change, Luc de Brabandere, 2005 347 Part Four Business Thinking Business Thinking, Bruce D. Henderson, 1977 354 Brinkmanship in Business, Bruce D. Henderson, 1967 357 Business Chess, Rudyard L. Istvan, 1984 361 Probing, Jonathan L. Isaacs, 1985 366 Creative Analysis, Anthony W. Miles, 1987 369 Make Decisions Like a Fighter Pilot, Mark F. Blaxill and Thomas M. Hout, 1987 370 The Seduction of Reductionist Thinking, Jeanie Daniel Duck, 1992 373 Choices, Again, Barry Jones and Larry Shulman, 2003 376 The Hardball Manifesto, George Stalk Jr. and Rob Lachenauer, 2004 377 Part Five Social Commentary Failure to Compete, Bruce D. Henderson, 1973 383 Inflation and Investment Return, Bruce D. Henderson, 1974 384 Conflicting Tax Objectives, Bruce D. Henderson, 1975 385 Dumping, Bruce D. Henderson, 1978 387 Adversaries or Partners? Bruce D. Henderson, 1983 389 The Promise of Disease Management, Joshua Gray and Peter Lawyer, 1995 393 Making Sure Independent Doesn’t Mean Ignorant, Colin Carter and Jay W. Lorsch, 2002 400 Index 405

Rezension

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

Autorenportrait

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. The Boston Consulting Group was founded in 1963 and now has sixty-one offices in thirty-six countries. For more information, please visit: www.bcg.com/bcgonstrategy