Buch, Englisch, 432 Seiten, Format (B × H): 156 mm x 236 mm, Gewicht: 623 g
Buch, Englisch, 432 Seiten, Format (B × H): 156 mm x 236 mm, Gewicht: 623 g
ISBN: 978-0-19-828988-3
Verlag: Oxford University Press
How did BMW recover from the edge of bankruptcy to become on of Europe's strongest companies? Why did Saatchi and Saatchi's global strategy bring the company to its knees? Why has Philips's outstanding record in innovation not been translated into success in the market? What can be learnt from the marriage contract about the conduct of commercial negotiations? These are some of the questions addressed as John Kay asks `What makes a business successful?'
Drawing on his own business experience and on concepts in economics, legal theory, and sociology, the author presents a fresh approach to questions of business strategy. He rejects the military analogy which underpins much strategic thinking, in which success depends on size and share, on vision and leadership, on shifting patterns of mergers and alliances.
John Kay argues that outstanding businesses derive their strength from a distinctive structure of relationships with employees, customers, and suppliers, and explains why continuity and stability in these relationships is essential for a flexible and co-operative response to change. By integrating organizational and financial perspectives on the performance of the firm, Kay not only gives insights into the creation of effective business strategies, but sheds light on the success - and failure - of national economies.
As the single market develops, this book - full of insight and rigour, yet lively in style - is probably the most important European contribution to strategic thinking for many years. It will be vital reading for all who want to understand what distinguishes the successful company.
Autoren/Hrsg.
Fachgebiete
Weitere Infos & Material
- Introduction
- Part I: Corporate Success
- 1: The Structure of Strategy
- 2: Adding Value
- Part II: Business Relationships
- Introduction
- 3: Cooperation and Coordination;
- 4: Relationships and Contracts
- Part III: Distinctive Capabilities
- Introduction
- 5: Architecture
- 6: Reputation
- 7: Innovation
- 8: Strategic Assets
- Part IV: From Distinctive Capbilities to Competitive Advantage
- Introduction
- 9: Markets
- 10: Mergers
- 11: Sustainability
- 12: Appropriability
- 13: The Value of Competitive Advantage
- Appendix
- Added Value Statements
- Part V: Competitive Strategies
- Introduction
- 14: Pricing and Positioning 1
- 15: Pricing and Positioning 2
- 16: Advertising and Branding
- 17: Vertical Relationships
- Part VI: The Strategic Audit
- Introduction
- 18: The Industry
- 19: The Firm
- 20: The Nation
- Part VII: The Future of Strategy
- Introduction
- 21: A Brief History of Business Strategy
- 22: Conclusions
- Glossary
- Bibliographic notes
