The Boston Consulting Group on Strategy

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.'

Auteur
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

Contenu

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

TimeThe 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 P...