Synopses & Reviews
Strategy is the art of creating value. It provides frameworks, conceptual models, and governing ideas that allow a company's managers to identify opportunities for bringing value to customers and for delivering that value at a profit. This book illustrates how new ways of creating value are being created by current global competition, changing markets, and new technologies. It shows how the focus of strategic analysis should not be the company or the industry, but the value-creating system itself, within which suppliers, business partners, allies, and customers work together to co-produce value.
Synopsis
Strategie ist die Kunst der Wertsch pfung. Sie liefert die intellektuellen Rahmenbedingungen, Konzeptmodelle und Leitgedanken, die es Managern erlaubt, M glichkeiten zu erkennen, um Kunden diesen Wert nahezubringen und gleicherma en diesen Wert in Gewinn umzusetzen. Geschrieben von f hrenden Experten auf diesem Gebiet, zeigt dieses Buch genau, wie aktueller globaler Wettbewerb, sich wandelnde M rkte und neue Technologien neue M glichkeiten der Wertsch pfung er ffnen.
Jetzt neu als Broschurausgabe: Dieser Titel wurde umfassend aktualisiert, mit vielen signifikanten Fallstudien, die verdeutlichen, da nicht das Unternehmen im Mittelpunkt der strategischen Analyse stehen sollte, sondern das Wertsch pfungssystem. (09/98)
Description
Includes bibliographical references (p. [150]-151) and index.
Table of Contents
THE HISTORICAL AND TECHNOLOGICAL DRIVING FORCES SHAPING BUSINESS TODAY.
Competitive Dominance in the World of Business.
Economies versus Sectors.
The Microprocessor.
VALUE CONSTELLATIONS.
SECTION A: CO-PRODUCTION.
What Is a Product?
Density of Offerings and Value Creation.
Examples of Co-Production.
The Customer's Customer.
What is a Business?
Shifting Activities Among Actors: Reconfiguration.
Innovative Co-Production Relationships.
.SECTION B: OFFERINGS AND VALUE-CREATION LOGICS.
The Micro Level--A First Look at Its Architecture.
From Value Chain to Value Constellation.
The Offering as Code Carrier.
Leverage.
Value-Creation Logics.
Inherent Dimensions of Offerings.
SECTION C: RECONFIGURATION.
What is Reconfiguration?
Why Reconfigure?
Examples of Reconfiguration.
The Need for Continuous Improvement: Reconfiguring as a Process.
ILLUSTRATIVE CASES.
Introduction.
Example 1: IKEA and the 'What'.
Example 2: Ryder System and the Reconfiguration of the Truck Leasing Industry and The 'What'.
Example 3: Danish Pharmacists and their National Association and the 'How'.
Example 4: The Compagnie G?n?rale des Eaux and the Suez Lyonnaise des Eaux: the Why'.
References.
Glossary.
Index.