Hier klicken Sale Salew Salem Hier klicken Sonderangebote Books Summer Shop 2017 Cloud Drive Photos Learn More TDZ HI_PROJECT Hier klicken Mehr dazu Mehr dazu Shop Kindle AmazonMusicUnlimited AmazonMusicUnlimited longss17


2,0 von 5 Sternen
2,0 von 5 Sternen
5 Sterne
4 Sterne
3 Sterne
2 Sterne
1 Stern

Derzeit tritt ein Problem beim Filtern der Rezensionen auf. Bitte versuchen Sie es später noch einmal.

This book shows all of the weaknesses of a data-heavy backward look at business. It describes the outlines of what has happened, but is very light on insights into what the lessons of that experience are.

The book's key conclusions will be very reassuring to those who are not inclined to look very far away from where they are today. The book is "a call back to the basics." "The better performing of your business units are likely to be those operating the furthest below their full potential." "The stronger your core business, the more opportunities . . . to move into profitable adjacencies and to lose focus." "The management team . . . most successful in building a strong core business . . . and benefited from adjacencies are . . . most vulnerable." "All organizations inhibit growth." "From focus comes growth; by narrowing scope one creates expansion."

As you can see, the apparent meaning of the words makes little surface sense. The buggy whip manufacturer should narrow focus to grow faster, perhaps by just focusing on one type of buggy ship.

The problem just described relates to a slippery concept of what your core is. You are to consider your most:

- potentially profitable, franchise customers (what does that mean?)

- differentiated and strategic capabilities

- critical product offering (what if you offer services?)

- important channels (what if you don't sell through channels?)

- other critical strategic advantages {such as?).

Then, you have a lot of questions to answer about these areas, and then you will know what your core is. It was opaque to me. But I do know from reading the book that Enterprise Rent-a-Car's core is renting to people with car insurance after accidents.

The problem is then described through a metaphor to the fact that Alexander the Great's empire did not last under one person after he died. I'm not quite sure why that metaphor applies. Alexander the Great got wonderful results from his empire for almost all of the time while he was alive. That seems like a success example. Isn't that the General Electric problem? No one describes General Electric as having been a big failure for the last 20 years.

Then we get into a discussion of industry turbulence. The authors cite Arie de Geus (The Living Company) as saying that companies will have to redefine their core quite often. Charles Schwab says you have to do it in their business every year. But, there wasn't much here to tell me how to redefine my core (if I knew what it was).

If you are like me, you're more confused now. Southwest Airlines seems to be doing about the same things now that made it successful for the last 30 years now. Why doesn't it have to redefine its core? Isn't the airline industry turbulent? Dell Computer has been redefining its core like crazy (adding servers and storage for the same corporate customers), operates its business very effectively, and is having a horrible time.

What I suspect is happening in this book is that the authors got too hung up on the idea that success has to be the combination of high revenue growth, high profit growth, and high stock price growth. That pretty much focuses you into newer, technology businesses.

But what if you just ran your business a lot better than your competitors? Isn't that success? Those cases are excluded here. I guess those companies didn't narrow their focus enough to grow rapidly. Shame on Nucor! I thought they were successful.

The main value of this book would be for arguing against a large, "bet the company" unrelated acquisition into a weak business. If your company or business isn't overly distracted by running off in all sorts of different directions, I suggest you skip this book.

After you finish reading the book (or the review, if you do skip the book), I suggest that you think about places where historical statistics can be very misleading. Take the level of the NASDAQ. Is it crashing now or is it pausing in a tremendous bull market? You can use historical data to make either point.

Be cautious when people tell you what to do based on best fitting the most recent experience. What connection does that have to the future?

Do you believe that if a coin comes up heads six times in a row (and is a fair coin), that it is more likely to come up heads or tails this time? If you believe that, you'll love this book!

Make profits by outperforming competitors in efficiently and effectively serving customers! I suggest reading The Loyalty Effect or The Living Company instead, either of which can help you achieve that beneficial result.
0Kommentar| Eine Person fand diese Informationen hilfreich. War diese Rezension für Sie hilfreich?JaNeinMissbrauch melden

Brauchen Sie weitere HilfeHier klicken