Lernen Sie von den Besten! In 75 kurzen, prägnanten Texten vermittelt Ihnen die Boston Consulting Group - das Pendant zu McKinsey auf dem Gebiet des modernen strategischen Managements - Informationen und Erfahrungen zu Themen, die jeden Manager und Geschäftsführer interessieren. Die Fülle von Material zum Design von Organisationen, zu Führung und Wandel, Geschäftsdenken, strategischer Planung und anderem wird jetzt erstmals einem breiten Publikum zugänglich gemacht.

Zusatztext "Essential reading for anyone with a serious interest in strategy." (Long Range Planning! 40/2007) 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. 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.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 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." Inhaltsverzeichnis 111328384 ...

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

Autorentext

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 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."

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.

Inhalt

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

Trad…