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5.0 von 5 Sternen The Place to Be
In Part One, the authors argue that "market share is dead" as an overall strategy goal. Instead, to achieve sustained growth in profits and shareholder value, companies need a "customer-centric business design" which anticipates and addresses constantly shifting customer priorities. There is no single design which fits all circumstances. but the most effective designs...
Veröffentlicht am 5. Januar 2000 von Robert Morris

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3.0 von 5 Sternen Myopic Premise
There is no question that sustained profitability must be the underlying intent of any economic firm. Likewise, the "Business Design" must be aligned with this intent. However, this is only half the puzzle. How does the firm "deliver the goods." The answer takes us to its Resources and Capabilities. R&C enable Strategic Flexibility. This is...
Veröffentlicht am 18. Mai 1998 von mora@mindspring.com


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5.0 von 5 Sternen The Place to Be, 5. Januar 2000
In Part One, the authors argue that "market share is dead" as an overall strategy goal. Instead, to achieve sustained growth in profits and shareholder value, companies need a "customer-centric business design" which anticipates and addresses constantly shifting customer priorities. There is no single design which fits all circumstances. but the most effective designs will start with customer priorities.
In Part Two, the co-authors shift their attention to several "reinventors" who have achieved extraordinary success. Most are familiar: Welch, Hayek, Goizueta, Schwab, Grove, Eisner, Hatsopoulos, Barnevik, and Gates. However, and this is an excellent example of the book's unique and substantial value, Slywotzy & Morrison note that "the principles and techniques of reinveniting a company's business design to get it into the industry's profit zone...apply with equal force to small companies, to divisions of larger companies, and to the middle managers who run them. In fact, the reinventors we will be reading about in the future are already honing their skills at innovative business designs today." The authors then examine several smaller firms such as Madden Communications, Cardboard Box, Inc., and Clozaril Patient Management System.
In Part Three, the authors provide a "handbook" which explains in detail how innovation works.This book is relevant to all organizations (both for-profit and non-profit) which seek to increase their economic value. Non-profits must also make critically important decisions (such as those involving allocation of resources) if they are to achieve their objectives. The appendices provide additional guidance so that the reader can implement whichever of the book's ideas and suggestions are most relevant.
If optimizing your organization's profits is your destination, here's a map to get there.
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5.0 von 5 Sternen SCORE OVER YOUR "STALLED" THINKING IN THE PROFIT ZONE, 10. April 1999
Von Ein Kunde
THE PROFIT ZONE is a substantial advance on the way that traditional books have approached the idea of corporate strategy. As the authors point out, most people have thought that being efficient with a large market share is the whole issue. Using the many excellent examples in the book, the authors show that there are many patterns of how to serve customers and compete that can provide above average profitability. In doing this, the authors can help you break your tradition stall about what objectives you are setting, as well as your misconeption stall about the best ways to grow profits rapidly in your type of business. The analysis in the book also provides a new vocabulary for describing strategy choices that will help you overcome your communication stalls. There is a helpful handbook in the end to help you apply the book to your own business. As good as the handbook is, I fear that many will need more guidance in developing a better business design. If you also read the authors' more recent work, PROFIT PATTERNS, you should be better able to do that. In my research with CEOs whose stock prices have grown the fastest, I find that these CEOs believe that changing their business design is one of the most valuable areas for them to make progress in. On the other hand, even these very capable CEOs feel somewhat at sea in trying to find out how exactly to do this admirable task. I hope you will buy, read, enjoy, and practice the lessons of both these excellent books. I will feel happy for your customers and owners if you do.
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5.0 von 5 Sternen GREAT CHECKLIST TO FIND YOUR P.Z. AND ACCELERATE SUCCESS, 30. März 1999
Von Ein Kunde
There are some wonderful ideas in the profit zone and many reminders of things we have heard about for years and often forget. For example, the real focus on the customer is critical to success and we must always identify which parts of the business generate the profits, or are THE PROFIT ZONE. I remember a study done in the 1970s which found that most of a brand's profit came from the smallest size can that the product could be purchased in. There are lots of other examples here. The author's are correct in that the most successful companies have been innovators in business design. Ten companies are profiled, althugh surprisingly, Dell Computer is not one of them, having innovated a new profitable business model based on their "Customer Initiative". The authors get into a little trouble when they try to get quantitative. The Value Growth Curves have too few points to draw useful long-term conclusions, but the Business Design Tables are interesting because they will make you think about your business structure. The two best parts of the book are the Pilot's Checklists of questions to ask yourself and Chapter 15, the "How To" section to get discussion and hopefully agreement going inside your company to find and grow THE PROFIT ZONE. For more ideas on how to develop new business models that allow you to achieve twenty times the usual benefits or get there twenty times as fast, I also recommend you read THE 2,000 PERCENT SOLUTION. THE PROFIT ZONE may just be one of your solutions.
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5.0 von 5 Sternen Old stories, new, brilliant and actionable insights, 4. Februar 1998
Von Ein Kunde
Ostensibly, the stories are well known: Microsoft, Intel, GE etc. What is less known about these stories is the answer to the following question "How did these companies actually change their businesses to make profit?" Embedded in the answer, is a detailed and robust analysis of different methods by which companies can make a profit and how they differ by market, customer and activity. Profit Zone reminds us of the dangers of conventional thinking which limits our perception of profitability to market share alone. In fact, the companies described in the book fundamentally altered the manner in which they acquired profit, creating in many instances, completely new methods to attain profits. Why is this important? Because profitability creates shareholder value, the holy grail of the public coporation. Profit Zone is a must read because it tells compelling and interesting stories which clearly demonstrate the requirements for sustained profit growth. Furthermore, going well beyond the all to familiar jargon of consulting gurus, it proscribes acton steps to move from the way managers conduct their business today, to the way they ought to years henceforth.
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5.0 von 5 Sternen Really unique book, 6. Februar 1998
Von Ein Kunde
Slywotzky and Morrison characterize winning businesses and how they developed "profit zones" in their businesses. A profit zone is apparently an aspect of a business design which is the source for the value creation within that company. Like Charles Schwab's One Source. Intels' first to market system, etc. Each zone is characterized and explained. These zones, theoretically, could be replicated in other industries, and potentially could be as successful. I think it's a very unique way of looking at businesses. I haven't much thought of businesses in terms of zones of profit and industry patterns. This really was an illuminating book for me, and I'd highly recommend it.
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5.0 von 5 Sternen 12 Profit Zones. Pretty Interesting., 7. Februar 1998
Von Ein Kunde
I'm not surprised this book has jumped to the bestsellers list in its first week out. Like many have said, the characterizations of the 12 winning "profit zones" is a different and creative way to look at businesses. I also find the concept of a "no profit zone" to be interesting. The premise being that you can have all the market share you want, but market share in the wrong product, industry segment, customer segment, etc. can be profitless market share. Hence, it's not surprising that traditional market share leaders have lost. Examples being IBM PC's, K-Mart, American Airlines, etc. Some great thinking went into this book. It's a pretty worthwhile read.
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3.0 von 5 Sternen Myopic Premise, 18. Mai 1998
There is no question that sustained profitability must be the underlying intent of any economic firm. Likewise, the "Business Design" must be aligned with this intent. However, this is only half the puzzle. How does the firm "deliver the goods." The answer takes us to its Resources and Capabilities. R&C enable Strategic Flexibility. This is not an easy topic to cover with a pedantic understanding of the economic firm. Can you imagine a U.S. Military who wanted to create "full spectrum dominance" but never spent the time, energy and money investing in superior technologies, doctrine, and soldiers? The book far misses this point.
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5.0 von 5 Sternen A great book on real life business, 6. Februar 1998
Von Ein Kunde
I've grown to be an avid business book reader over the years. And, it strikes me that many business books speak in contrived terminology and approach business from an academic and often archaic level. The Profit Zone doesn't fall into that. It's a book about winners and how they did it. It's not a book about business as much as it is about people who've succeeded. It's like you have Bill Gates and Michael Eisner teaching you because the stories are so clear and detailed. I just think it's a great handbook especially for managers. Very useful, practical, and interesting.
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5.0 von 5 Sternen 12 Breakthrough Questions for Looking Backward in Time, 26. August 1999
Von Ein Kunde
This outstanding book has 12 incredible questions. Answer these questions and you will be as successful as Bill Gates, Jack Welch, and Roberto Goizueta, as this incredible book points out using them as examples! Here are a few samples to whet your appetite: (1) Who are my customers? (7) What is my current business design? (12) What is my company worth? In only 15 pages, you can answer these questions for yourself. What a great deal! I think you should quickly order this book and solve these problems for yourself. You'll be amazed how much you learn.
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4.0 von 5 Sternen Slywotzky develops "strategic control points.", 14. Mai 1998
One facet of this book that I think any smart manager will benefit from is the concept of the "strategic control point" -- the way reinventors find a position on the value chain where customers allow them to earn a profit.
Reinventors may find and exploit multiple strategic control points in their ongoing effort to protect their market position. And he says these leading edge companies operate under the expectation that they will have to make profound shifts to their value equation every few years.
Definitely worth a closer look!
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