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Future of Competition: Co-creating Unique Value with Customers [Englisch] [Gebundene Ausgabe]

C. K. Prahalad , Venkat Ramaswamy , Harvey C. Fruehauf , G. Wolmeringer

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Kurzbeschreibung

1. Januar 2004
In this visionary book, C. K. Prahalad and Venkat Ramaswamy explore why, despite unbounded opportunities for innovation, companies still can't satisfy customers and sustain profitable growth. The explanation for this apparent paradox lies in recognizing the structural changes brought about by the convergence of industries and technologies; ubiquitous connectivity and globalization; and, as a consequence, the evolving role of the consumer from passive recipient to active co-creator of value. Managers need a new framework for value creation. Increasingly, individual customers interact with a network of firms and consumer communities to co-create value. No longer can firms autonomously create value. Neither is value embedded in products and services per se. Products are but an artifact around which compelling individual experiences are created. As a result, the focus of innovation will shift from products and services to experience environments that individuals can interact with to co-construct their own experiences. These personalized co-creation experiences are the source of unique value for consumers and companies alike. In this emerging opportunity space, companies must build new strategic capital--a new theory on how to compete. This book presents a detailed view of the new functional, organizational, infrastructure, and governance capabilities that will be required for competing on experiences and co-creating unique value. C. K. Prahalad is the Harvey C. Fruehauf Professor of Business Administration at the University of Michigan Business School and co-author of the landmark best seller, Competing for the Future. His research, for over twenty years, has consistently focused on "next" practices. Venkat Ramaswamy is the Michael R. and Mary Kay Hallman Fellow of Electronic Business and Professor of Marketing at the University of Michigan Business School. His research focuses on new frontiers in co-creating value.

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Synopsis

"The Future of Competition" argues that in a world in which information is readily available to everyone, the role of the customer has changed dramatically. Once passive recipients of the products and services companies created for them - customers are now active participants who actually co-create the value they receive, from products and services they help develop, test, and distribute. Whereas in the 1990s, competitive advantage was derived from the authors' landmark notion of "core competencies" (those activities a company does better than anyone else), in the future it will come from how proficient companies are at providing opportunities for customers to co-create unique experiences. Prahalad and Ramaswamy present four key building blocks that will enable companies to co-create the future with customers - transparency, access, dialogues, and risk management - and illustrate them through rich examples from a wide range of companies. As bold and far-reaching as "Competing for the Future" a decade ago, this book will redefine strategy for the Information Age.

Über den Autor und weitere Mitwirkende

C.K. Prahalad is the Harvey C. Fruehauf Professor of Business Administration at the University of Michigan Graduate School of Business Administration and Chairman of the Board of Praja, a technology management company in San Diego. He lives in San Diego but travels extensively. Venkat Ramaswamy is a professor of marketing at the University of Michigan Graduate School of Business Administration. He lives in Ann Arbor, Michigan.

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Amazon.com: 3.5 von 5 Sternen  27 Rezensionen
37 von 41 Kunden fanden die folgende Rezension hilfreich
3.0 von 5 Sternen New framework, new jargon, but nothing else is new 31. März 2004
Von B.Sudhakar Shenoy - Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe
The future is here. Competition is getting tougher and customers are more difficult to please. On the other hand everything is connected, objects are embedded with sensors and software and information flows instantly to all corners of the world , thanks to the communications revolution. This book essentially looks at a networked world where customers and companies are inseparable and are constantly in interaction. In this paradigm, the framework of DART - Dialogue, Access, Risk Assessment and Transparency is introduced and the book proceeds to explain each of these in detail.
The word Co-creation will get included in your daily vocabulary sooner than you expect. Lots of diagrams and case studies are thrown into every chapter. But frankly, there is no concept that is radically different from some of the pioneering works on similar topics already published. To list a few :
-Customer.Com by Particia Seybold
-How to Grow when Markets Don't by Adrian Slywotzky
-The Innovator's solution by Clayton Christensen
-Adapt or Die : Turning your Supply Chain into an Adaptive Business Network by Bob Betts , Claus Heinrich
-Experimentation Matters: Unlocking the Potential of New Technologies for Innovation by Stephen Thomke
-Priceless: Turning Ordinary Products into Extraordinary Experiences by Diana Lasalle, Terry A. Britton
-The Agenda: What Every Business must do to Dominate the Decade by Michael Hammer
Most of the case studies in this book are repetitions from these or are similar in concepts or processes in creating value for ( or along with) the customer. The authors have duly acknowledged and referred to an elaborate list of books and articles under "Aids to Exploration". But my point is that after going through some of the key works listed above, this book fails to impress on originality.
Towards the end of the book, Knowledge Management is brought in as one of the strategic tools that can be integrated into the co-creation framework.
It is certainly interesting to go through the book though it is a combination of old ideas in a new packaging. Young MBAs will find lots of new jargon that can be put to profitable use in job interviews.
15 von 15 Kunden fanden die folgende Rezension hilfreich
2.0 von 5 Sternen a real disappointment 5. April 2004
Von william Bollard - Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe
I was left with the feeling that all of this has been said before in one form or another, Where it was ' new' there are other who have already explored the space ( eg The Suport Economy by Shoshana Zuboff) There are two many big words hidding little concepts. The case studies are simplistic and look to the past rather than casting light on the future. This will be another 'fad" and like all fads find its place in the dustbins of business books
12 von 12 Kunden fanden die folgende Rezension hilfreich
2.0 von 5 Sternen Content good, style weak 3. April 2004
Von Ein Kunde - Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe
The content of this "text" is rich with pointers for those who will format strategic decisions in the future. However, it would seem to challenge the reader to probe the true value of the writers. As the reviewer from Dallas infers, the message is there but the packaging leaves something to be desired. As a university professor who teaches strategic thinking, I see this book as one of the reasons that executives and MBA students resist reading academic pieces: the task is greater than the payoff!!
29 von 38 Kunden fanden die folgende Rezension hilfreich
2.0 von 5 Sternen Poorly written and off focus 12. Februar 2004
Von Ein Kunde - Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe
I bought this book with a specific goal in mind - - finding specific examples of how companies are inviting their customers into the design of their products and services in innovative ways.
There is a little bit of that in here - - but you must muddle through poorly highly academic/esoteric/jargon-laden prose to find it (For example: "Thus, a key variable in the quality of the transaction experience is consumer heterogeneity").
Beyond that, the book goes way off focus at times, spending pages, for example, to discuss how a company built an information network that let its employees worldwide find a solution together for a particular customer problem. That is neither new, nor "co-creating value WITH CUSTOMERS."
Most disappointing of all - - there is lots of discussion about what companies are doing, but virtually no ROI info attached to prove that what they are doing is really better for the companies' bottom lines or shareholders.
What the authors are saying about the future of the relationship between companies and their customers is fundamentally true. It is a shame they did not engage a stronger writer and/or editor who could help them make their case more persuasively.
11 von 14 Kunden fanden die folgende Rezension hilfreich
1.0 von 5 Sternen Nothing insightful that is worth the onerous read 22. Juni 2005
Von Fred G. Sanford - Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe
The authors have created a massive text that does not add much to the earlier paper they had published. The book has mainly two messages - maximizing customer experience is the basis of value creation and firms have to be experience-driven rather than product-centric. (BTW, these are the author's buzz words not mine <g>).

They cite cases that have no hard links to their messages but a tenous connection. There is no proof or metrics to show that this is the way to go.

I am sure the academics have the luxury of writing long books to sustain their tenureship compared to us real-world practioners, where things have to work now or in the next quarter for us to go anywhere in the corporate world. Sorry, academics.
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