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Rethink, Reinvent, Reposition: 12 Strategies to Renew Your Business and Boost Your Bottom Line (Englisch) Taschenbuch – 18. Juni 2010


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Leo Hopf, founder and CEO of Teamhopf, works as a consultant to guide business clients to improve their decision-making and strategic-thinking capabilities. He teaches at Stanford University and the Carlson School at the University of Minnesota, where he has been named a Fellow of Executive Education. He holds an MBA from the Amos Tuck School. William Welter is a consultant and educator who has conducted workshops for McDonald's, Walgreens, Starbucks, and the Institute for Management Studies. He is the coauthor of The Prepared Mind of a Leader: Eight Skills Leaders Use to Innovate, Make Decisions, and Solve Problems. He is a Fellow in Executive Education at the Carlson School of Management at the University of Minnesota.

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1 von 1 Kunden fanden die folgende Rezension hilfreich
Strategic and tactical wisdom for business renewal 14. Juli 2010
Von Brad Shorr - Veröffentlicht auf Amazon.com
Format: Taschenbuch
When a company is stagnating, management has a number of options. They can tighten their belts and hope to squeeze out ever shrinking profits. They can slash budgets and staff, hanging on for now but mortgaging the future. They can cross their fingers or wave incense, and hope conditions change in their favor. Or, they can do as authors Leo Hopf and Bill Welter recommend - rethink, reinvent, and reposition their business.

Business renewal is an exceedingly important topic these days. The economic upheaval we've experienced in recent years has made it nearly impossible for companies to coast. Strategic bumbling can no longer be masked by perpetually rosy conditions. The consequences of tactical miscalculations are magnified tenfold. As a result, many companies are faced with an unfamiliar situation: sink or swim. For companies in that situation, this book can really help.

Hopf and Welter provide step by step instructions for guiding a management team through the business renewal process. They address the big strategic questions as well as delve into the real life tactical issues that are bound to crop up in any project of organizational change. The authors present 12 distinct renewal strategies, each shaped to address a particular set of organizational conditions. There really is something in this book for everyone.

Here are some things I really liked about the book. First, it's written in plain English. You don't need to be a professor or have a business jargon decoder in hand to understand what the authors are talking about (although it's obvious the authors themselves know exactly what they're talking about). Second, the book is loaded with real examples of business renewal at work, most of which will be immediately recognizable to any business reader. Third, the recommendations are pragmatic, sensible, intuitive and above all implementable - far from ivory tower philosophizing, this is advice you can use today, right now.

I've known Bill Welter for some time now. The breadth of his business experience in the trenches is incredible, and he is one of the clearest thinkers I've ever met. He and Leo Hopf have put their experience and knowledge to good use by bringing this book to market. Today companies need to break new ground, they have to get out of their rut. That kind of thing isn't easy: management teams will get a lot of help here, all in less than 250 pages.
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Taking charge of your challenges 5. Juni 2010
Von Kathleen M. Leck - Veröffentlicht auf Amazon.com
Format: Taschenbuch
Rethink, reinvent and reposition is a solid book to help the reader move from reacting to challenges to taking a proactive yet thoughtful approach. It provides concepts that can practically be applied, used in any industry, and help one truly reinvent their thinking and their business. It's attention to the key stakeholders that must help carry out change is notable. I recommend the book to managers in small, midsize and large organizations. The principles and examples will help one see and stay "the way".
A 'must' read book for any business leader 31. Dezember 2010
Von Kiu Leung - Veröffentlicht auf Amazon.com
Format: Taschenbuch
Rethink Reinvent Reposition authored by Leo Hopf and William Welter is a remarkable book because they show us strategies how to grow new business and offers a link to the life cycle of business. The publication of this book is very timely during the current recession. The authors give us 12 strategies for organizational renewal. This is followed by the section on "Rethink" with a development of a short list of renewal candidates and the commitment to the reinvention effort. "Reinvent" is the second segment and discusses the structure of the reinvention phase, coming to grips with the 12 renewal strategies, and the decision on the best renewal alternatives. The third and last part is "Reposition" and offers the transition to new business model and avoidance to traps. The last chapter discusses the building renewal capabilities in the next generation of leaders. The authors discuss many case studies from major corporations including Apple Computer, Samsung, Kodak, Nintendo and Warner Brothers. The one I enjoy most is on Milt & Edie's Dry Cleaners in Burbank, California. This dry cleaner is open twenty four hours a day, and seven days a week. They have a spacious parking lot, with a koi pond and playing music. Customers smell complimentary popcorn and cookies as they enter and are greeted, if known, by name. They are directed to one of nine fully staffed counters. Each piece of clothing is inspected as it is cleaned and any repair (loose button or torn pocket) will be done by one of seven tailors. When the clothing is picked up, the customer is informed of the repair and asks if you choose to pay for it. This is an excellent demonstration how to grow a business like dry cleaning. This is a "must" read book for any business leader.
A lifeline for the mature business facing decline 29. Juni 2010
Von Graham Jeffery - Veröffentlicht auf Amazon.com
Format: Taschenbuch
This excellent book by former colleague Leo Hopf and William Welter is aimed at people looking at where to go next with a mature business: into decline, or onward and upward with renewal.

It avoids mathematics and analytics but is an excellent description of the decision analysis process applied to a difficult problem. The process of renewal is a complex one involving not just the brainstorming and analysis of opportunities, but also working with the emotions of all the people involved, inside and outside the organisation, and often deeply ingrained culture. Hopf and Welter offer 12 templates for strategic choices to start one thinking and then go on to provide an outline of the steps to make and embed the decisions whether and how to renew the business, and to start the process of making it happen.

The book is highly practical, with lots of lists of things to do and think about, and traps to avoid. It also has lots of case studies stretching back over a century. The only slight drawback is that not all the case studies are listed in the index, so I am going to have to reread the book (probably not a bad thing) and take notes. I'd like to be able to quote some of the examples in my own work with clients.

In these difficult economic times, where maybe it's not decline but survival that is at stake, following the advice in this book can be a business lifesaver.
A clear and simple explanation of strategic options 29. Juli 2010
Von John Gibbs - Veröffentlicht auf Amazon.com
Format: Taschenbuch
There are plenty of books about business strategy, but not many that focus on identifying and implementing strategies for renewal in the mature phase of the lifecycle of a business, according to Leo Hopf and William Welter in this book. "Rethinking" involves contemplating changing the current business model; "Reinventing" involves creating a new business model; and "Repositioning" involves transitioning from the old model to the new one.

The book describes the authors' twelve strategies for organisational renewal, and then goes on to give advice on developing a short list of renewal candidates, obtaining commitment to the renewal process, structuring the reinvention phase, choosing the best renewal alternative, making the transition to the new business model, avoiding traps along the way, and building renewal capabilities into future leaders.

Much of the advice which the book gives and many of the strategies proposed will already be quite familiar to those who have read other business strategy books. Perhaps the authors' particular combination of strategies is unique, but the real strength of the book lies in the clarity and simplicity with which the strategic process is described, rather than in the novelty of the ideas proposed. I would recommend this book to anyone whose organisation needs a strategic boost to counter declining levels of success.
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