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Discipline of Market Leaders (Highbridge Distribution) [Audiobook] [Englisch] [Audio CD]

Michael Treacy , Fred Wiersema
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Kurzbeschreibung

1. Oktober 2001 Highbridge Distribution
Why is it that Casio can sell a calculator more cheaply than Kellogg's can sell a box of corn flakes? Why can FedEx "absolutely, positively" deliver your package overnight but airlines have trouble keeping track of your bags? What does your company do better than anyone else? What unique value do you provide to your customers? How will you increase that value next year? As customers' demands for the highest quality products, best services, and lowest prices increase daily, the rules for market leadership are changing. Once powerful companies that haven't gotten the message are faltering, while others, new and old, are thriving. In disarmingly simple and provocative terms, Treacy and Wiersema show what it takes to become a leader in your market, and stay there, in an ever more sophisticated and demanding world.
-- Dieser Text bezieht sich auf eine andere Ausgabe: Taschenbuch .

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Produktinformation

  • Audio CD
  • Verlag: Highbridge Audio; Auflage: Unabridged (1. Oktober 2001)
  • Sprache: Englisch
  • ISBN-10: 1565115759
  • ISBN-13: 978-1565115750
  • Größe und/oder Gewicht: 18,3 x 11,2 x 3,2 cm
  • Durchschnittliche Kundenbewertung: 4.4 von 5 Sternen  Alle Rezensionen anzeigen (14 Kundenrezensionen)
  • Amazon Bestseller-Rang: Nr. 3.004.997 in Fremdsprachige Bücher (Siehe Top 100 in Fremdsprachige Bücher)
  • Komplettes Inhaltsverzeichnis ansehen

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Produktbeschreibungen

Synopsis

The runaway international bestseller with more than 600,000 copies sold, now expanded to make its message even more compelling for todays market leaders.. Why is it that Casio can sell a calculator more cheaply than Kelloggs can sell a box of corn flakes? Why can FedEx absolutely, positively deliver your package overnight but airlines have trouble keeping track of your bags? What does your company do better than anyone else? What unique value do you provide to your customers? How will you increase that value next year? As customers demands for the highest quality products, best services, and lowest prices increase daily, the rules for market leadership are changing. Once powerful companies that havent gotten the message are faltering, while others, new and old, are thriving. In disarmingly simple and provocative terms, Treacy and Wiersema show what it takes to become a leader in your market, and stay there, in an ever more sophisticated and demanding world. -- Dieser Text bezieht sich auf eine andere Ausgabe: Taschenbuch .

Über den Autor und weitere Mitwirkende

Michael Treacy is a leading authority and lecturer on business strategy and corporate transformation. He is the founder of Treacy & Company LLC, a Boston-based management consulting and venture firm.Fred Wiersema is the founder of Ibex Partners, specializing in strategic and management team alignment. He is affiliated with CSC Index, the international consulting firm, where he was formerly senior vice president. Michael Treacy is a leading authority and lecturer on business strategy and corporate transformation. He is the founder of Treacy & Company LLC, a Boston-based management consulting and venture firm.Fred Wiersema is the founder of Ibex Partners, specializing in strategic and management team alignment. He is affiliated with CSC Index, the international consulting firm, where he was formerly senior vice president. -- Dieser Text bezieht sich auf eine andere Ausgabe: Taschenbuch .

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Einleitungssatz
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Kundenrezensionen

4.4 von 5 Sternen
4.4 von 5 Sternen
Die hilfreichsten Kundenrezensionen
2 von 2 Kunden fanden die folgende Rezension hilfreich
Format:Taschenbuch
This book's concepts for strategic marketing management are so widely accepted that the popular Balanced Scorecard concept of Kaplan and Norton in 2001 decided to adopt the ideas for the "customer perspective".
The authors manage to take Michael Porter's two generic competitive strategies - Differentiation and Cost Leader - and elaborate on these to an extent never presented so elegantly before. In the process, they discover a third generic strategy - Customer Intimacy.
Thus, Treacy and Wiersema distinguish between focusing on the following value dimensions:
- Operational excellence (cost leadership / focus on supply chain management)
- Product leadership (innovation / focus on product lifecycle management)
- Customer Intimacy (service leadership /focus on customer relationship management)
These are the FOUR RULES that govern market leaders' actions:
Rule 1: Provide the best offering in the marketplace by excelling in a specific dimension of value
Rule 2: Maintain threshold standards on the other dimensions of value
Rule 3: Dominate your market by improving value year after year
Rule 4: Build a well-tuned operating model dedicated to delivering unmatched value
Expanding on the fourth rule - operating models - may the best long-term contribution of this book. The authors explain in detail and via case stories how the operating models differ for each of the three value propositions. In practice, I've learned that by explaining the operating models, many people can easier find themselves depicted than in the overall generic dimensions of cost, service or product leadership.
OPERATIONAL EXCELLENCE or Cost Leadership - Best total cost - operating model:
Key success factor: Formula!
Lesen Sie weiter... ›
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2 von 2 Kunden fanden die folgende Rezension hilfreich
2.0 von 5 Sternen Masters of the obvious 11. Oktober 1999
Von Ein Kunde
Format:Taschenbuch
The authors are masters of the obvious. If you don't agree with the premise presented in the introduction, then a read is worth your time. The premise is simply that to become market leaders, a business must choose between operational, customer or product focus then make this focus central to their mission and value proposition. This book would be good for the reading list of an intro business strategy course.
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1 von 1 Kunden fanden die folgende Rezension hilfreich
4.0 von 5 Sternen Common sense marketing perspective 22. Februar 2000
Format:Taschenbuch
Winning firms focus on one of three customer value disciplines: product leadership, customer intimacy, or operational excellence. Trying to be all things to everybody is tantamount to being nothing for anyone. If your firm can't get its act together, you'll find this an inspiring book that makes a compelling case that success is only possible by having the courage to focus on specific tasks & disciplines. This seems very elementary, but I've observed many firms that refused to choose what they wanted to be, ensuring that they became nothing. This book is helpful in positioning exercises.
I have two concerns about the book. 1, it doesn't need to be this long in order to get the central idea across. 2, I'm becoming increasingly convinced that this model is counterproductive in a Geoff Moore tornado period. If you're in a high-tech tornado, wait until Main Street before applying discipline.
Aside from these caveats, I still find the simple model presented in this book as being useful in analyzing market approaches. You have to understand the model in order to know when it isn't appropriate. Product Managers, sales, marketing and product development staff need to be aware of this book and its ideas.
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2 von 2 Kunden fanden die folgende Rezension hilfreich
2.0 von 5 Sternen Buy the Harvard Business Review article reprint instead 12. November 1998
Von Ein Kunde
Format:Taschenbuch
Excellent content; just not a book's worth. The authors say virtually nothing more than they did in their superb HBR article of the same name a few years back. Another case of a fine 10-page idea gratuitously expanded into a book.
War diese Rezension für Sie hilfreich?
Format:Taschenbuch
For what it does and the way it does it this book deserves a 10. It directly and enjoyably addresses the point it sets out to make, and gets there. The basic point is this, companies that excell in the marketplace deliver on their customer's 'value expectation' with regard to themselves. The authors describe three areas where firms can and do excell in delivering on 'value expectation', operational excellence (best value), customer intimacy (service), and product leadership (innovation). They then describe in detail each of these positions. For each of the three basic positions presented the authors offer real examples of companies using the approach their describing, as well as how they succeed using it. This is the background to the idea of product positioning - instead of a product focus, the idea here is a market sector focus. The emphasis in "Discipline of Market Leaders" is on the customer's expectation for that particular market niche. Then, with sufficient details and examples to make it understandable and applicable, the mind set and process is developed and described. You'll see some familiar and not so familiar names like Wal-Mart, Sony, and Airborne Express used as examples throughout the book. Rather than using these names as an exercise in self-promotion the authors actually make interesting and applicable points through these examples and illustrations. I found the book an eye opening and memorable business read. I probably read between 75-100 business books a year and this is one I've remembered, and I've applied the material repeatedly with success. Most of my collegues agree that in business, time is a precious commodity and wasting it is not suffered gladly. Read this book you'll find the investment worth it.
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4.0 von 5 Sternen Essential Reading for any Manager
Even if the book misses some of the tables and examples that were later published in the paperback version it still is an essential piece of management literature. Lesen Sie weiter...
Veröffentlicht am 15. Januar 2010 von Gassmann Eugen
5.0 von 5 Sternen Avoid "Stalled" Thinking by Focusing Your Enterprise
Many organizations try to be all things to all people, and end up being mediocre or worse on everything. Lesen Sie weiter...
Veröffentlicht am 20. März 2007 von Donald Mitchell
5.0 von 5 Sternen How to Select, Focus, and Dominate
The message of this important book is that "no company can succeed today by trying to be all things to all people. Lesen Sie weiter...
Veröffentlicht am 16. Juli 2000 von Robert Morris
5.0 von 5 Sternen Avoid "Stalled" Thinking by Focusing Your Enterprise
Many organizations try to be all things to all people, and end up being mediocre or worse on everything. Lesen Sie weiter...
Veröffentlicht am 26. April 2000 von Donald Mitchell
5.0 von 5 Sternen Bottom Line, Hard-Hitting Focus
There are three disciplines discussed in this book: operational excellence, product leadership, and customer intimacy. The most important is customer intimacy. Lesen Sie weiter...
Veröffentlicht am 8. April 2000 von Robert David STEELE Vivas
5.0 von 5 Sternen Provides extreme focus for business strategists
Excellent strategy framework for planning new product/service introductions. Three value disciplines are described with good examples. Lesen Sie weiter...
Veröffentlicht am 21. Mai 1999 von Michael Darmody (mdarmody@answerthink.com)
5.0 von 5 Sternen LIVE BY THE SWORD, DIE BY THE SWORD
This book urges you to adopt one style of competition: low costs and prices, innovation, or relationships. Once you adopt that style, you must outdo all of the competition. Lesen Sie weiter...
Veröffentlicht am 16. April 1999 von Timothy D. Althof
5.0 von 5 Sternen AVOID "STALLED" THINKING BY FOCUSING YOUR ORGANIZATION
Many organizations try to be all things to all people, and end up being mediocre or worse on everything. Lesen Sie weiter...
Am 7. Februar 1999 veröffentlicht
4.0 von 5 Sternen Straightforward answers to questions of strategy
The premise of the book is that successful companies direct all of their efforts towards operational excellence, product leadership, or customer intimacy. Lesen Sie weiter...
Veröffentlicht am 20. März 1998 von Amazon Customer
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