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The Boston Consulting Group on Strategy
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Classic Concepts and New Perspectives
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Artikel-Nr:
9780471757221
Veröffentl:
2006
Erscheinungsdatum:
09.06.2006
Seiten:
432
Autor:
Carl W. Stern
Gewicht:
778 g
Format:
235x157x28 mm
Sprache:
Deutsch
Beschreibung:
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: bcg.com/bcgonstrategy
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: bcg.com/bcgonstrategy
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."
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."
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.
Foreword.
Preface.
Acknowledgments.
PART ONE: The Nature of Business Strategy.
Strategic and Natural Competition, Bruce D. Henderson, 1980.
PART TWO: The Development of Business Strategy.
Foundations.
The Experience Curve Reviewed: History, Bruce D. Henderson, 1973.
The Experience Curve Reviewed: Why Does It Work? Bruce D. Henderson, 1974.
The Experience Curve Reviewed: Price Stability, Bruce D. Henderson, 1974.
The Pricing Paradox, Bruce D. Henderson, 1970.
The Market-Share Paradox, Bruce D. Henderson, 1970.
More Debt or None? Bruce D. Henderson, 1972.
The Rule of Three and Four, Bruce D. Henderson, 1976.
The Product Portfolio, Bruce D. Henderson, 1970.
The Real Objectives, Bruce D. Henderson, 1976.
Milestones.
Life Cycle of the Industry Leader, Bruce D. Henderson, 1972.
The Evils of Average Costing, Richard K. Lochridge, 1975.
Specialization or the Full Product Line, Michael C. Goold, 1979.
Stalemate: The Problem, John S. Clarkeson, 1984.
Business Environments, Richard K. Lochridge, 1981.
Revolution on the Factory Floor, Thomas M. Hout and George Stalk Jr., 1982.
Time--The Next Source of Competitive Advantage, George Stalk Jr., 1988.
Competing on Capabilities: The New Rules of Corporate Strategy, George Stalk Jr., Philip B. Evans, and Lawrence E. Shulman, 1992.
Strategy and the New Economics of Information, Philip B. Evans and Thomas S. Wurster, 1997.
Collaboration Rules, Philip Evans and Bob Wolf, 2005.
PART THREE: The Practice of Business Strategy.
The Customer: Segmentation and Value Creation.
Segmentation and Strategy, Seymour Tilles, 1974.
Strategic Sectors, Bruce D. Henderson, 1975.
Specialization, Richard K. Lochridge, 1981.
Specialization: Cost Reduction or Price Realization, Anthony J. Habgood, 1981.
Segment-of-One(r) Marketing, Richard Winger and David Edelman, 1989.
Discovering Your Customer, Michael J. Silverstein and Philip Siegel, 1991.
Total Brand Management, David C. Edelman and Michael J. Silverstein, 1993.
Pricing Myopia, Philippe Morel, George Stalk Jr., Peter Stanger, and Peter Wetenhall, 2003.
Trading Up, Michael J. Silverstein and Neil Fiske, 2003 and 2005.
Trading Down: Living Large on $150 a Day, Lucy Brady and Michael J. Silverstein, 2005.
Innovation and Growth.
From the Insight Out, Michael J. Silverstein, 1995.
Capitalizing on Anomalies, Lawrence E. Shulman, 1997.
Breaking Compromises, George Stalk Jr., David K. Pecaut, and Benjamin Burnett, 1997.
A New Product Every Week? Lessons from Magazine Publishing, Gary Reiner and Shikhar Ghosh, 1988.
Innovating for Cash, James P. Andrew and Harold L. Sirkin, 2003.
Acquiring Your Future, Mark Blaxill and Kevin Rivette, 2004.
Deconstruction of Value Chains.
The New Vertical Integration, John R. Frantz and Thomas M. Hout, 1993.
The Deconstruction of Value Chains, Carl W. Stern, 1998.
How Deconstruction Drives De-Averaging, Philip B. Evans, 1998.
Thinking Strategically about E-Commerce, Philip B. Evans and Thomas S. Wurster, 1999.
From "Clicks and Mortar" to "Clicks and Bricks," Philip B. Evans and Thomas S. Wurster, 2000.
Thermidor: The Internet Revolution and After, Philip B. Evans, 2001.
The Online Employee, Michael S. Deimler and Morten T. Hansen, 2001.
Richer Sourcing, Philip B. Evans and Bob Wolf, 2004.
The Real Contest between America and China, Thomas
Preface.
Acknowledgments.
PART ONE: The Nature of Business Strategy.
Strategic and Natural Competition, Bruce D. Henderson, 1980.
PART TWO: The Development of Business Strategy.
Foundations.
The Experience Curve Reviewed: History, Bruce D. Henderson, 1973.
The Experience Curve Reviewed: Why Does It Work? Bruce D. Henderson, 1974.
The Experience Curve Reviewed: Price Stability, Bruce D. Henderson, 1974.
The Pricing Paradox, Bruce D. Henderson, 1970.
The Market-Share Paradox, Bruce D. Henderson, 1970.
More Debt or None? Bruce D. Henderson, 1972.
The Rule of Three and Four, Bruce D. Henderson, 1976.
The Product Portfolio, Bruce D. Henderson, 1970.
The Real Objectives, Bruce D. Henderson, 1976.
Milestones.
Life Cycle of the Industry Leader, Bruce D. Henderson, 1972.
The Evils of Average Costing, Richard K. Lochridge, 1975.
Specialization or the Full Product Line, Michael C. Goold, 1979.
Stalemate: The Problem, John S. Clarkeson, 1984.
Business Environments, Richard K. Lochridge, 1981.
Revolution on the Factory Floor, Thomas M. Hout and George Stalk Jr., 1982.
Time--The Next Source of Competitive Advantage, George Stalk Jr., 1988.
Competing on Capabilities: The New Rules of Corporate Strategy, George Stalk Jr., Philip B. Evans, and Lawrence E. Shulman, 1992.
Strategy and the New Economics of Information, Philip B. Evans and Thomas S. Wurster, 1997.
Collaboration Rules, Philip Evans and Bob Wolf, 2005.
PART THREE: The Practice of Business Strategy.
The Customer: Segmentation and Value Creation.
Segmentation and Strategy, Seymour Tilles, 1974.
Strategic Sectors, Bruce D. Henderson, 1975.
Specialization, Richard K. Lochridge, 1981.
Specialization: Cost Reduction or Price Realization, Anthony J. Habgood, 1981.
Segment-of-One(r) Marketing, Richard Winger and David Edelman, 1989.
Discovering Your Customer, Michael J. Silverstein and Philip Siegel, 1991.
Total Brand Management, David C. Edelman and Michael J. Silverstein, 1993.
Pricing Myopia, Philippe Morel, George Stalk Jr., Peter Stanger, and Peter Wetenhall, 2003.
Trading Up, Michael J. Silverstein and Neil Fiske, 2003 and 2005.
Trading Down: Living Large on $150 a Day, Lucy Brady and Michael J. Silverstein, 2005.
Innovation and Growth.
From the Insight Out, Michael J. Silverstein, 1995.
Capitalizing on Anomalies, Lawrence E. Shulman, 1997.
Breaking Compromises, George Stalk Jr., David K. Pecaut, and Benjamin Burnett, 1997.
A New Product Every Week? Lessons from Magazine Publishing, Gary Reiner and Shikhar Ghosh, 1988.
Innovating for Cash, James P. Andrew and Harold L. Sirkin, 2003.
Acquiring Your Future, Mark Blaxill and Kevin Rivette, 2004.
Deconstruction of Value Chains.
The New Vertical Integration, John R. Frantz and Thomas M. Hout, 1993.
The Deconstruction of Value Chains, Carl W. Stern, 1998.
How Deconstruction Drives De-Averaging, Philip B. Evans, 1998.
Thinking Strategically about E-Commerce, Philip B. Evans and Thomas S. Wurster, 1999.
From "Clicks and Mortar" to "Clicks and Bricks," Philip B. Evans and Thomas S. Wurster, 2000.
Thermidor: The Internet Revolution and After, Philip B. Evans, 2001.
The Online Employee, Michael S. Deimler and Morten T. Hansen, 2001.
Richer Sourcing, Philip B. Evans and Bob Wolf, 2004.
The Real Contest between America and China, Thomas
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