Management Links
MANAGEMENT: Corporate Strategy

"Profitability is the Key to Value. If You've Got it, Flaunt It. If You Don't Have It, Get It (business strategy). If You Can't Get It, Get Out (capital strategy)."

--- Bill Fruhan, Professor of Finance, Harvard Business School, author of: Financial Strategy: Studies in the Creation, Transfer, and Destruction of Shareholder Value.

The Art of Forecasting

The Sources of Sales Growth

The Sources of Earnings Growth

(AT&T), George D. Smith (1985). The Anatomy of a Business Strategy: Bell, Western Electric and the Origins of the American Telephone Industry. (Baltimore, MD: Johns Hopkins University Press, 237 p.). Academic (NYU), Founder (Winthrop Group). AT&T, Western Electric, Telephone Industry. Part of the Johns Hopkins/AT&T series in telephone history.

(Austin Rover Group), Karel Williams, John Williams, Colin Haslam (1987). The Breakdown of Austin Rover: A Case-Study in the Failure of Business Strategy and Industrial Policy. (New York, NY: Berg, 150 p.). Austin Rover Group; Automobile industry and trade--Great Britain.

(Cisco Systems), Steve Steinhilber (2008). Strategic Alliances: Three Ways To Make Them Work. (Boston, MA: Harvard Business Press, 112 p.). Vice President, Head of Strategic Alliances Group at Cisco. Strategic alliances (Business). Customers want integrated solutions to their problems, push companies to work together to create differentiated offerings; well-managed alliances generate important forms of business value, including new products, accelerated growth; three essential building blocks of successful alliances; how to manage strategic partnerships more effectively, maximize their value in complex, changing business environment.

(Intel), Robert A. Burgelman (2002). Strategy is Destiny: How Strategy-Making Shapes a Company's Future. (New York, NY: Free Press, 436 p.). Intel Corporation--Management; Semiconductor industry--United States--Management--Case studies; Computer industry--United States--Management--Case studies; Technological innovations--Management--Case studies; New products--Management--Case studies; Organizational change--Case studies; Strategic planning--Case studies.

(Mitsubishi), William D. Wray (1984). Mitsubishi and the N.Y.K., 1870-1914: Business Strategy in the Japanese Shipping Industry. (Cambridge, MA: Council on East Asian Studies, Harvard University : Distributed by Harvard University Press, 672 p.). Nihon Y¯usen Kabushiki Kaisha--History; Mitsubishi Zaibatsu--History.

(Northeast Utilities Company), Paul W. MacAvoy and Jean W. Rosenthal (2005). Corporate Profit and Nuclear Safety: Strategy at Northeast Utilities in the 1990s. (Princeton, NJ: Princeton University Press, 176 p.). Williams Brothers Professor of Management Studies, Former Dean of the Yale School of Management (Yale); Former Manager at Pacific Gas and Electric, Senior Olin Research Fellow (Yale School of Management). Nuclear industry--Northeastern States--Management--Case studies; Nuclear industry--Deregulation--Northeastern States; Nuclear industry--Northeastern States--Cost control; Nuclear power plants--Northeastern States--Management--Case studies; Nuclear power plants--Northeastern States--Cost of operation; Nuclear power plants--Northeastern States--Safety measures; Nuclear power plants--Northeastern States--Risk assessment; Nuclear power plants--Environmental aspects--Northeastern States. 

James C. Abegglen (1984). The Strategy of Japanese Business. (Cambridge, MA: Ballinger Pub. Co., 227 p.). Chairman of Asia Advisory Services, Director of Learning Technologies (Nippon Fund and Nikkei Science). Industrial management--Japan; Research, Industrial--Japan; United States--Foreign economic relations--Japan; Japan--Foreign economic relations--United States.

James C. Abegglen, George Stalk, Jr. (1985). Kaisha, The Japanese Corporation. (New York, NY: Basic Books, 309 p.). Chairman of Asia Advisory Services, Director of Learning Technologies (Nippon Fund and Nikkei Science).  Industrial management--Japan; Business planning--Japan; Corporations, Japanese.

Jeffrey Abrahams (1999). The Mission Statement Book: 301 Corporate Mission Statements from America's Top Companies. (Berkeley, CA: Ten Speed Press, 486 p. [rev. ed.]). Mission statements -- Authorship; Mission statements -- United States.

--- (2007). 101 Mission Statements from Top Companies. (Berkeley, CA: Ten Speed Press, 147 p.). Mission statements--Authorship; Mission statements--United States. Collection of mission statements from most successful businesses, recognizable brands in North America.

Russell L. Ackoff (1981). Creating the Corporate Future: Plan or Be Planned For. (New York, NY: Wiley, 297 p.). Business planning.

Michael S. Allen (2000). Business Portfolio Management: Valuation, Risk Assessment, and EVA Strategies. (New York, NY: Wiley, 246 p.). Portfolio management; Stockholders; Strategic planning.

Brigitte Andersen (2001). Technological Change and the Evolution of Corporate Innovation: The Structure of Patenting, 1890-1990. (Cheltenham, UK: Edward Elgar, 285 p). Senior Lecturer, Department of Management, Birbeck College, University of London; Technological innovations; Patents--History.

Johan C. Aurik, Gillis J. Jonk, and Robert E. Willen (2002). Rebuilding the Corporate Genome: Unlocking the Real Value of Your Business. (Hoboken, NJ: Wiley, 314 p.). Vice President of A.T. Kearneys Benelux Unit; Principal at A.T. Kearney; Principal at A.T. Kearney. Industrial management; Industrial organization; Managerial economics. Implications of very low costs for transactions, information exchanges, communications: business boundaries are dissolving, re-forming; how innovators creatively exploit this trend; how capability-based corporations will emerge.

Joseph L. Badaracco, Jr. (1991). The Knowledge Link: How Firms Compete through Strategic Alliances. (Boston, MA: Harvard Business School Press, 189 p.). Joint ventures--Management; Competition; Information resources management; Strategic alliances (Business); Strategic planning.

Frank Bailom, Kurt Matzler & Dieter Tschemernjak (2007). Enduring Success: What Top Companies Do Differently. (New York, NY: Palgrave Macmillan, 257 p.). Innovative Management Partners (IMP, Austria); Department of Marketing and International Management (University of Klagenfurt, Austria); . Innovative Management Partners (IMP, Austria). Success in business; Industrial management; Executives--Case studies. Large-scale study of over 1,000 top companies and leaders; success depends on management of company; success factors of high-performing companies, how they perform in innovation, market orientation, core competencies, leadership.

William P. Barnett (2008). The Red Queen Among Organizations: How Competitiveness Evolves. (Princeton, NJ: Princeton University Press, 296 p.). Thomas M. Siebel Professor of Business Leadership, Strategy, and Organizations at Stanford University's Graduate School of Business. Competition. Competition can make, break even most successful organization; effects, unforeseen perils, of competing and winning; conclusions: 1) organizations that survive competition become stronger competitors - only in market contexts in which they succeed;  2) organization's competitiveness at any given moment hinges on organization's historical experience.

Jay B. Barney (2002). Gaining and Sustaining Competitive Advantage. (Upper Saddle River, NJ: Prentice Hall, 600 p. [2nd ed.]). Industrial management; Strategic planning; Competition. 

Thomas L. Barton, William G. Shenkir, Paul L. Walker (2001). Making Enterprise Risk Management Pay Off: How Leading Companies Implement Risk management. (Morristown, NJ: Financial Executives Research Foundation, 250 p.). Kathryn and Richard Kip Professor of Accounting and KPMG Research Fellow of Accounting (University of North Florida); William Stamps Farish Professor of Free Enterprise at the McIntire School of Commerce (University of Virginia); Associate Professor of Accounting at the McIntire School of Commerce (University of Virginia). Risk management. How top companies transform risk management into focused discipline; identify, assess risks more effectively, respond more precisely, discover breakthrough opportunities.

Suzanne Berger (2005). How We Compete: What Companies Around the World Are Doing to Make it in Today's Global Economy. (New York, NY: Currency, 352 p.). Raphael Dorman and Helen Starbuck Professor of Political Science (MIT), Director of the MIT International Science and Technology Initiative. Strategy formulation; Globalization; Management; Manufacturing resource planning. Which practices succeed/fail in today’s global economy, why. 

Eds. Joseph L. Bower and Clark G. Gilbert (2005). From Resource Allocation to Strategy. (Oxford, UK: Oxford University Press, 482 p.). Resource allocation -- Decision making.; Strategic planning.; Capital budget. How options for using resources are developed and selected, shape company's competitive position.

Steven C. Brandt (1981). Strategic Planning in Emerging Companies. (Reading, MA: Addison-Wesley, 187 p.). Business planning.

Shona L. Brown and Kathleen M. Eisenhardt (1998). Competing on the Edge: Strategy as Structured Chaos. (Boston, MA: Harvard Business School Press, 299 p.). Strategic planning; Organizational change; Competition.

Lowell L Bryan, Jane Fraser, Jeremy Oppenheim and Wilhelm Ball (1999). Race for the World: Strategies to Build a Great Global Firm. (Boston, MA: Harvard Business School Press, 364 p.). International Business Enterprises, International Economic Integration.

Andreas Buchholz, Wolfram Wordermann, and Ned Wiley (2009). The Impossible Advantage: Winning the Competitive Game by Changing the Rules. (Hoboken, NJ: Wiley, 220 p.). Former Marketing Executives at Procter & Gamble. Competition. Conventional business strategies are wrong; change market in which you operate, rather than trying to beat competition; best companies know how to break, change, reinvent rules of market that everyone else follows; gain seemingly impossible advantage, no matter how large market, how small segment.

Bo Burlingame (2005). Small Giants: Companies that Choose To Be Great instead of Big. (New York, NY: Portfolio, 256 p.). Editor at large at Inc. magazine. Small business--United States--Management; Private companies--United States--Management; Close corporations--United States--Management; Success in business--United States. Purpose-driven companies.

Joe Calloway (2003). Becoming a Category of One: How Extraordinary Companies Transcend Commodity and Defy Comparison. (Hoboken, NJ: Wiley, 223 p.). Branding and Competitive Positioning Consultant. Benchmarking (Management); Corporate image; Brand name products. 

Andrew Campbell & Robert Park (2005). The Growth Gamble: When Leaders Should Bet Big on New Businesses and How To Avoid Expensive Failures. (Boston, MA: Nicholas Brealey International, 321 p.). Director of Ashridge Strategic Management Centre and Visiting Professor at City University (London); Former Head of Group Strategy at NatWest Group. Conglomerate corporations--Planning; Conglomerate corporations--Management; Corporations--Growth; Business planning; Corporate culture. 

Bala Chakravarthy, Peter Lorange (2007). Profit or Growth?: Why You Don’t Have To Choose. (Upper Saddle River, NJ: Wharton School Pub., 230 p.). Professor of Strategy and International Management, Shell Chair in Sustainable Business Growth (IMD); President of IMD, Nestlé Professor of International Business. Strategic planning; Organizational effectiveness; Industrial management; Success in business. How to sustain growth and profitability by protecting, extending current market position, evolving to adjacent areas, entering entirely new markets.

Ram Charan (2004). Profitable Growth Is Everyone’s Business: 10 Tools You Can Use Monday Morning. (New York, NY: Crown Business, 206 p.). Organizational effectiveness; Industrial management; Strategic planning; Success in business. Profitable revenue growth dilemma. 

David I. Cleland (1976). The Origin and Development of a Philosophy of Long-Range Planning in American Business. (New York, NY: Arno Press, 286 p. (Orig. author's thesis,1962)). Business planning--United States--History; Planning--History.

David I. Cleland, Gary Rafe and Jeffrey Mosher. (1998). Annotated Bibliography of Project and Team Management. (Newtown Square, PA: Project Management Institute, 476 p.). Industrial project management--Bibliography; Teams in the workplace--Bibliography; Industrial management--Bibliography.

Donald K. Clifford, Jr. and Richard E. Cavanagh (1985). The Winning Performance: How America's High-Growth Midsize Companies Succeed. (New York, NY: Bantam Books, 292 p.). Industrial management--United States.

James C. Collins, Jerry I. Porras (1994). Built to Last: Successful Habits of Visionary Companies. (New York, NY: HarperBusiness, 322 p.). Success in business--United States; Industrial management--United States; Entrepreneurship--United States.

David J. Collis, Cynthia A. Montgomery (1997). Corporate Strategy: Resources and the Scope of the Firm. (Chicago, IL: Irwin, 764 p.). Strategic planning; Business planning.

--- (1998). Corporate Strategy: A Resource-Based Approach. (Boston, MA: Irwin, McGraw-Hill, 220 p.). Organizational effectiveness; Strategic planning.

Robert G. Cross (1997). Revenue Management: Hard-Core Tactics for Market Domination. (New York, NY: Broadway Books, 276 p.). Revenue management--United States. The end of downsizing as a long-term strategy.

Eds. George S. Day and David J. Reibstein, with Robert E. Gunther (1997). Wharton on Dynamic Competitive Strategy. (New York, NY: Wiley, 465 p.). Competition; Industrial management; Strategic planning; Trade regulation--United States; Industrial management--United States--Case studies.

Avinash K. Dixit and Barry J. Nalebuff (1991). Thinking Strategically: The Competitive Edge in Business, Politics and Everyday Life. (New York, NY: Norton, 393 p.). Strategic Planning.

Robert G. Docters, Michael R. Reopel, Jeanne-Mey Sun, and Stephen M. Tanny (2003). Winning the Profit Game: Smarter Pricing, Smarter Branding. (New York, NY: McGraw-Hill, 304 p.). Partner in i2Partners L.L.C.; Senior Officer in A. T. Kearney's strategy practice; Consultant with A. T. Kearney; Associate Professor of Mathematics (University of Toronto). Marketing; Branding--strategy; pricing--strategy. Must grow top line to keep improving bottom line; two fundamental tools for producing top-line growth: price, brand; why superior pricing strategy cannot exist without detailed brand strategy; how to optimize price, brand, costs, product development for any business.

David C. Dougherty; foreword by John B. Joynt (1989). Strategic Organization Planning: Downsizing for Survival. (New York, NY: Quorum, 253 p.). Strategic planning.

Larry Downes, Chunka Mui; [foreword by Nicholas Negroponte]. (1998). Unleashing the Killer App: Digital Strategies for Market Dominance. (Boston, MA: Harvard Business School Press, 243 p.). Information technology--United States--Management; Digital communications--United States--Management; Organizational change--United States.

Yves L. Doz, Gary Hamel (1998). Alliance Advantage: The Art of Creating Value Through Partnering. (Boston, MA: Harvard Business School Press, 316 p.). Strategic alliances (Business); Partnership; Interorganizational relations; Competition.

Yves Doz and Mikko Kosonen (2008). Fast Strategy: How Strategic Agility Will Help You Stay Ahead of the Game. (New York, NY: Pearson/Longman, 272 p.). Timken Chaired Professor of Global Technology and Innovation at INSEAD; Executive Vice President of Finnish Innovation Fund. Strategic planning. Develop strategic agility in business, strategy always up-to-speed, stay ahead of competitors.

Brenda L. Ekstrom and F. Larry Leistritz (1986). Plant Closure and Community Economic Decline: An Annotated Bibliography. (Monticello, IL: Vance Bibliographies, 47 p.). Plant shutdowns--United States--Bibliography; Unemployed--United States--Bibliography.

David S. Evans and Richard Schmalensee (2007). Catalyst Code: The Strategies Behind the Worlds Most Dynamic Companies. (Boston, MA: Harvard Business School Press, 240 p.). Professor, University College (London); Dean, Sloan School of Management (MIT). Multi-sided platform businesses; Strategic alliances (Business). Economic catalysts businesses bring number of groups together, make it easy for them to work together; today's power-brokers, disrupt existing industries. 

Philip Evans and Thomas S. Wurster (1999). Blown to Bits: How the New Economics of Information Transforms Strategy. (Cambridge, MA: Harvard Business School Press, 261 p.). Executives with Boston Consulting Group. Information technology; Knowledge management; Strategic planning; Competition; Business planning.

Harry E. Figgie Jr.; foreword by John S.R. Shad (1990). Cutting Costs: Executive's Guide to Increased Profits. (New York, NY: AMACOM, 240 p,). Cost control.

Anne Marie Fink (2009). The Money Makers: How Extraordinary Managers Win in a World Turned Upside Down. (New York, NY: Crown Business, 320 p.). Former JP Morgan Chase Equities Analyst. Industrial management; Strategic planning; Corporations --Growth; Corporations --Valuation; Customer relations. Framework for thriving in hypercompetitive world: 1) shrink to grow; 2) good performance requires inefficiency, duplication; 3) don’t be customer fanatic; 4) economics always trumps management; 5) why happy employees don’t make for high-performance workplaces; 6) problems in business are like cockroaches, never just one; 7) avoid trap of profitless growth; 8) megatrends start as ripples.

Peter Fisk (2008). Business Genius: A More Inspired Approach to Business Growth. (Hoboken, NJ: Wiley, 360 p.). Industrial management. Challenges of strategy, innovation, leadership, change.

Richard N. Foster and Sarah Kaplan (2001). Creative Destruction: Why Companies That Are Built to Last Underperform the Market, and How to Successfully Transform Them. (New York, NY: Doubleday, 366 p.). Senior Partner and Director, McKinsey & Co. and McKinsey Colleague. Organizational change; Strategic planning; Technological innovations--Management.

Cyrus Freidheim (1998). The Trillion-Dollar Enterprise: How the Alliance Revolution Will Transform Global Business. (Reading, MA: Perseus Books, 253 p.). International business enterprises; Strategic alliances (Business); Joint ventures; Business networks; International trade.

Pankaj Ghemawat (2007). Redefining Global Strategy: Crossing Borders in a World Where Differences Still Matter. (Boston, MA: Harvard Business School Press, 257 p.). Anselmo Rubiralta Professor of Global Strategy (IESE Business School in Barcelona), Jaime and Josefina Chua Tiampo Professor (on leave) at Harvard Business School. International business enterprises--Management; Strategic planning; Intercultural communication. 1) assess cultural, administrative, geographic, economic differences between countries at industry level; 2) track implications of particular border-crossing moves; 3) create superior performance with strategies optimized for adaptation, aggregation, arbitrage, compound objectives; 4) how companies have managed cross-border differences.

Alan M. Glassman, Deone Zell, and Shari Duron; foreword by Barry Z. Posner (2005). Thinking Strategically in Turbulent Times: An Inside View of Strategy Making. (Armonk, NY: M.E. Sharpe, 170 p.). Hewlett-Packard Company--Planning; Los Angeles County (Calif.)--Politics and government; California State.

Peter A. Gloor (2006). Swarm Creativity: Competitive Advantage Through Collaborative Innovation Networks. (New York, NY: Oxford University Press, 212 p.). Visiting Scholar, Center for Coordination Science, Sloan School of Management (MIT). Business networks; Information networks; Group decision making; Teams in the workplace; Creative ability in business; Technological innovations--Management; Knowledge management. Cyberteam of self-motivated people with a collective vision, enabled by technology to collaborate in achieving a common goal--innovation.

Susan Goldenberg (1991). Global Pursuit: Canadian Business Strategies for Winning in the Borderless World. (Toronto, ON: McGraw-Hill Ryerson, 253 p.). Corporations, Canadian; Business enterprises--Canada; International business enterprises--Canada.

Bruce Greenwald and Judd Kahn (2005). Competition Demystified: A Radically Simplified Approach to Business Strategy. (New York, NY: Portfolio, 418 p.). Robert Heilbrun Professor of Finance and Asset Management (Columbia University Business School). Strategic planning; Business planning; Competition. 

Curtis M. Grimm, Hun Lee, and Ken G. Smith (2005). Strategy as Action: Competitive Dynamics and Competitive Advantage. (New York, NY: Oxford University Press, 288 p.). Competition; Strategic planning. How firms can build, improve, and defend their competitive advantage at every stage of their life cycle. 

Ed. Robert E. Grosse (2000). Thunderbird on Global Business Strategy / the Faculty of Thunderbird, the American Graduate School of International Management. (New York, NY: Wiley, 362 p.). Business planning; Strategic planning.

Ranjay Gulati (2007). Managing Network Resources: Alliances, Affiliations and Other Relational Assets. (New York, NY: Oxford University Press, 325 p.). Michael L. Nemmers Distinguished Professor of Strategy and Organizations at the Kellogg School of Management (Northwestern University). Strategic alliances (Business) -- Management; Business networks. How successful firms manage alliances, other ties that influence company behavior and performance, how they influence strategy, access to material resources, perceptions of firm's legitimacy.

Anil K. Gupta, Vijay Govindarajan, Haiyan Wang; foreword by Jeffrey E. Garten (2008). The Quest for Global Dominance: Transforming Global Presence into Global Competitive Advantage. (San Francisco, CA: Jossey-Bass, 320 p. [2nd ed.]). Ralph J. Tyser Professor of Strategy and Organization at the Smith School of Business (University of Maryland); Earl C. Daum 1924 Professor of International Business at the Tuck School of Business; Managing Partner of China India Institute. Internationa business enterprises--Management; Industrial management; Organizational effectiveness; Comparative advantage (International trade); Globalization--Economic aspects; Competition, International. To create, maintain position as globally dominant player, executives must: identify market opportunities worldwide, establish necessary presence in all key markets; convert global presence into global competitive advantage by identifying, developing opportunities for value creation that global presence offers; cultivate global mindset by viewing cultural, geographic diversity as opportunity, not just a challenge; leverage rise of emerging markets to transform company's growth prospects, global cost structure, pace of innovation.

John Hagel III and John Seely Brown (2005). The Only Sustainable Edge: Why Business strategy Depends on Productive Friction and Dynamic Specialization. (Boston, MA: Harvard Business School Press. Strategic planning; Business planning; Business networks; Strategic alliances (Business); Technological innovations--Management; Organizational learning. Only sustainable advantage in future - ability  to work closely with other highly specialized firms to get better faster.

Gary Hamel and C.K. Prahalad (1994). Competing for the Future. (Boston, MA: Harvard Business School Press, 327 p.). Professor (University of Michigan Business School). Competition; Business planning; Competition, International.

Gary Hamel (2000). Leading the Revolution. (Boston, MA: Harvard Business School Press, 333 p.). Creative ability in business; Strategic planning.

James Harkin (2011). Niche: Why the Market No Longer Favours the Mainstream. (London, UK: Little, Brown, 250 p.). Contributor to Guardian and the Financial Times. Market segmentation; Success in business. Growing proportion of economic, political, cultural activity aimed at tightly defined, globally scattered niches (not mainstream), bound together by power of net; giants of mass market have controlled cultural consumption for 60 years; have become weak, defensive; niche has become place where innovation flourishes, sales take off: 1) HBO, Moleskine specialist media (The Economist) have concentrated on being best in their respective niches (customers have flocked to them; 2) Woolworths suffered from lack of identity (found that low quality, low price wasn't enough); General Motors crashed (motorists failed to distinguish between cars in their range).

Robert H. Hayes, Gary P. Pisano, David M. (1996). Strategic Operations: Competing Through Capabilities. (New York, NY: Free Press, 730 p.). Strategic planning; Industrial management; Production management; Manufacturing resource planning.

Robert Heller (1997). In Search of European Excellence: The 10 Key Strategies of Europe's Top Companies. (London, UK: HarperCollinsBusiness, 276 p.). Management--Europe--Case studies; Industrial management--Europe--Case studies; International business enterprises--Europe--Management--Case studies.

Edward D. Hess (2010). Smart Growth: Building an Enduring Business by Managing the Risks of Growth. (New York, NY: Columbia Business School Publishing, 230 p.). Professor of Business Administration and Batten Executive-in-Residence at The Darden Graduate School of Business (University of Virginia), Founder of Center for Entrepreneurship and Corporate Growth and the Values-Based Leadership Institute at Goizueta Business School (Emory University). Corporations --Growth; Small business --Growth; Business planning; Management. Research-based growth model, called "Smart Growth"; accounts for complexity of growth from perspective of: organization, process, change, leadership, cognition, risk management, employee engagement, human dynamics; authentic growth - process characterized by complex change, entrepreneurial action, experimental learning, management of risk; case studies (Best Buy, Sysco, UPS, Costco, Starbucks, McDonalds, Coca Cola, Room & Board, Home Depot, Tiffany & Company, P& G, Jet Blue); blueprint for enduring business that strives to be better, not just bigger.

Jacques Horovitz with Anne-Valerie Ohlsson-Corboz (2007). A Dream with a Deadline: Turning Strategy into Action. (New York, NY: FT Prentice Hall, 175 p.). Professor of Service Strategy, Service Marketing & Service Management (IMD - "International Institute for Management Development", Lausanne, Switzerland). Strategic planning; Mission statements; Business planning. Set deadline, make it happen; brief, easy-to-grasp business vision can help inspire, focus people towards same goals, objectives; practical tools to turn business dreams into reality.

Erich Joachimsthaler (2007). Hidden in Plain Sight: How To Find and Execute Your Company’s Next Big Growth Strategy. (Boston, MA: Harvard Business School Press, 272 p.). Founder, CEO of Vivaldi Partners. New products; Consumers’ preferences; Consumers--Research. Demand-first innovation and growth model; how to become unbiased observer of people's consumption, usage behaviors.

Gerry Johnson, Kevan Scholes (1998). Exploring Corporate Strategy: Text & Cases. (New York, NY: Financial Times Prentice Hall, 588 p. [5th ed.]). Professor of Strategic Management (University of Strthclyde Grad. School of Business); Principal Partner (Scholes Associates). Business planning; Strategic planning; Business planning--Case studies; Strategic planning--Case studies.

Patricia Jones and Larry Kahaner (1995). Say It & Live It: 50 Corporate Mission Statements that Hit the Mark. (New York, NY: Doubleday, 267 p.). Mission statements. 

Robert S. Kaplan, David P. Norton (2006). Alignment: Using the Balanced Scorecard To Create Corporate Synergies. (Boston, MA: Harvard Business School Press, 302 p.). Baker Foundation Professor (Harvard Business School); President of Balanced Scorecard Collaborative/Palladium. Strategic planning; Industrial management; Industrial organization; Strategic alliances (Business); Organizational effectiveness. Successful enterprises achieve powerful synergies, define corporate headquarters’ role in setting, coordinating, overseeing organizational strategy.

Robert S. Kaplan, David P Norton (2008). The Execution Premium: Linking Strategy to Operations for Competitive Advantage. (Boston, MA: Harvard Business School Press, 320 p.). Baker Foundation Professor at the Harvard Business School; founder and director of the Palladium Group. Strategic planning; Business planning; Organizational effectiveness. Multistage system to gain measurable benefits from carefully formulated business strategy: 1) develop an effective strategy; 2) plan execution of strategy; 3) put strategy into action; 4) test and update strategy; systematic, proven framework for achieving financial results predicted by strategy.

John A. Kay (1995). Why Firms Succeed. (New York, NY: Oxford University Press, 315 p.). Described as the most important business analyst in Britain. Corporations; Industrial management; Competition; Success in business.

Kevin Kennedy, Mary Moore (2003). Going the Distance: Why Some Companies Dominate and Others Fail. (Upper Saddle River, NJ: FT Prentice Hall, 253 p.). Former SVP, Cisco Systems, Chief Operating Officer for Openwave Systems, Inc.; Former Vice President of Operations and Director of Human Resources (Stanford University). Leadership; Technological innovations--Management; Organizational change; Organizational learning; Organizational effectiveness; Strategic planning; Industrial management. Eight key obstacles to long-term success of great businesses, how to overcome them.

W. Chan Kim, Renée Mauborgne (2005). Blue Ocean Strategy: How To Create Uncontested Market Space and Make the Competition Irrelevant. (Boston, MA: Harvard Business School Press, 272 p.). Boston Consulting Group Bruce D. Henderson Chair Professor of Strategy and International Management (INSEAD); INSEAD Distinguished Fellow and Professor of Strategy and Management. New products; Market segmentation; Competitive strategy; Corporate strategy; Strategy formulation; Strategy implementation. 

David Kline and Kevin G. Rivette (2000). Rembrandts in the Attic: Unlocking the Hidden Value of Patents. (Boston, MA: Harvard Business School Press, 221 p.). Patents; Strategic planning; Competition.

Norman Kobert (1995). Cut the Fat, Not the Muscle: Cost-Improvement Strategies for Long-Term Profitability. (Englewood Cliffs, NJ: Prentice-Hall, 269 p.). Cost control.

Jens Laage-Hellman (1997). Business Networks in Japan: Supplier-Customer Interaction in Product Development. (New York, NY: Routledge, 164 p.). T¯oshiba, Kabushiki Kaisha--Case studies; Shin Nihon Seitetsu Kabushiki Kaisha--Case studies; Industrial marketing--Japan; Industrial procurement--Japan; Business networks--Japan; Strategic alliances (Business)--Japan.

J. C. Larreche (2008). The Momentum Effect: How To Ignite Exceptional Growth. (New York, NY: Wharton School Pub., 352 p.). Alfred H. Heineken Chair (INSEAD). Industrial management --Handbooks, manuals, etc. Systematic, practical ways to achieve exceptional, sustainable, quality growth; framework for gaining momentum, keeping it, harnessing its power; stunning role of momentum in value creation; how to create new value through momentum strategy, build leadership competencies to deliver highly profitable growth.

Timothy M. Laseter; foreword by William F. Stasior (1998). Balanced Sourcing: Cooperation and Competition in Supplier Relationships. (San Francisco, CA: Jossey-Bass, 257 p.). Industrial procurement; Strategic alliances (Business)..

Mark Lipton (2003). Guiding Growth: How Vision Keeps Companies on Course. (Boston, MA: Harvard Business School Press, 292 p.). Corporations--Growth; Strategic planning; Industrial management. 

John R. Lott, Jr. (1999). Are Predatory Commitments Credible?: Who Should the Courts Believe? (Chicago, IL: University of Chicago Press, 173 p.). Predatory Pricing, Game Theory, Monopoly.

Alfred A. Marcus (2005). Management Strategy: Achieving Sustained Competitive Advantage. (New York, NY: McGraw-Hill Irwin, 196 p.). Professor, Dept. of Strategic Management and Organization, Carlson School of Management (University of Minnesota). Strategic planning; Management; Competition.

Alfred A. Marcus (2005). Big Winners and Big Losers: The 4 Secrets of Long Term -Business Success and Failure. (Upper Saddle River, NJ: Wharton School Pub., 396 p.). Edson Spencer Chair of Strategic Management and Technological leadership at the Carlson School of Management (University of Minnesota,). Success in business--Case studies; Industrial management--Case studies; Corporations--Case studies; Business failures; Strategic planning; Management. How consistent winners build strategies that drive success; move toward market spaces offering superior opportunity; successfully manage tensions between agility, discipline, focus.

Constantinos C. Markides (2000). All the Right Moves: A Guide to Crafting Breakthrough Strategy. (Boston, MA: Harvard Business School Press, 220 p.). Professor at the London Business School. Strategic planning; Technological innovations--Economic aspects. Essence of business strategy - allow company to create, exploit unique strategic position in its industry; company must make clear and explicit choices based on answers to three difficult questions: 1) Who should I target as customers? 2) What products or services should I offer them? 3) How should I do this in an efficient way? objective should be to come up with ideas that differentiate firm from its competitors, stake out unique strategic position.

Constantinos Markides (2008). Game-Changing Strategies: How to Create New Market Space in Established Industries by Breaking the Rules. (San Francisco, CA: Jossey-Bass, 222 p.). Professor, Dept. of Strategic Management and Organization, Carlson School of Management (University of Minnesota). Creative ability in business; Organizational change; Corporations -- Growth. How established firms can discover new radical business models, grow them next to their existing business models, make two business models coexist.

Sarah Maxwell (2008). The Price Is Wrong: Understanding What Makes a Price Seem Fair and the True Cost of Unfair Pricing. (Hoboken, NJ: Wiley, 240 p.). Associate Professor (Fordham University), Co-Director of the Fordham Pricing Center. Prices; Pricing. How pricing can arouse variety of reactions among consumers, how notion of "fair" has different meaning to different consumers. Price is "the medium between what we have and what we want… we want to pay only what a thing is worth;" what makes price seem wrong, what are social norms of fair pricing and cultural differences.

Rita Gunther McGrath and Iain C. MacMillan (2009). Discovery Driven Growth: A Breakthrough Process To Reduce Risk and Seize Opportunity. (Boston, MA: Harvard Business Press, 200 p.). Associate Professor of Management (Columbia Business School); Dhirubhai Ambani Professor of Entrepreneurship and Innovation at the Wharton School (University of Pennsylvania). Corporations --Growth --Management; Organizational effectiveness; Strategic planning. How to encourage innovative new ventures, pursue ambitious growth while minimizing risk.

Steve McKee (2009). When Growth Stalls: How It Happens, Why You're Stuck, and What to Do About It. (San Francisco, CA: Jossey-Bass, 240 p.). Columnist for, President and Co-founder of McKee Wallwork Cleveland Advertising. Small business --Growth; Success in business; Business planning. Triumph over downturn in business; study of 700 companies that had, at one time, been among nation's fastest-growing businesses; how, why companies lose their way, how they can rekindle growth; seven characteristics that commonly correlate with stalled growth, what to do about them.

Rita Gunther McGrath, Ian C. MacMillan (2005). Marketbusters: 40 Strategic Moves That Drive Exceptional Business Growth. (Boston, MA: Harvard Business School Press, 264 p.). Associate Professor of Management (Columbia Business School); Fred Sullivan Professor of Management at the Wharton School (University of Pennsylvania). Strategic planning--Handbooks, manuals, etc.; Customer relations--Management--Handbooks, manuals, etc. 

Patrick B. McNamee (1985). Tools and Techniques for Strategic Management. (New York, NY: Pergamon Press, 319 p.). Business planning; Industrial management.

Robert H. Miles, in collaboration with Kim S. Cameron (1982). Coffin Nails and Corporate Strategies. (Englewood Cliffs, NJ: Prentice-Hall, 298 p.). Cigarette industry--United States; Tobacco industry--United States; Business planning--United States.

Richard Miniter (2002). The Myth of Market Share: Why Market Share is the Fool's Gold of Business. (New York, NY: Crown Business, 181 p.). Market share.

Henry Mintzberg (1994). The Rise and Fall of Strategic Planning: Reconceiving Roles for Planning, Plans, Planners. (New York, NY: Free Press, 458 p.). Strategic planning.

Henry Mintzberg, Bruce Ahlstrand, Joseph Lampel (1998). Strategy Safari: A Guided Tour Through the Wilds of Strategic Management. (New York, NY: Free Press, 406 p.). Cleghorn Professor of Management Studies (McGill University); Professor of Management (Trent University in Ontario, Canada); Cass Business School (City University London). Strategic planning.

--- (2005). Strategy Bites Back: It Is a Lot More, and Less, Than You Ever Imagined. (New York, NY: Prentice Hall/Financial Times, 292 p.). Cleghorn Professor of Management Studies (McGill University); Professor of Management (Trent University in Ontario, Canada); Cass Business School (City University London). Strategic planning; Success in business.

Dr. Rafi Mohammed (2005). The Art of Pricing: How To Find the Hidden Profits To Grow Your Business. (New York, NY: Crown Business, 240 P.). Director at Simon-Kucher & Partners, Batten Fellow Darden Graduate School of Business (University of Virginia). Pricing; Strategic planning; Consumer satisfaction. Series of strategies to capture value each customer sets for product or service.

James F. Moore (1996). The Death of Competition: Leadership and Strategy in the Age of Business Ecosystems. (New York, NY: HarperBusiness, 297 p.). Strategic planning--United States; Strategic alliances (Business)--United States; Competition--United States; Leadership. 

Clare Morgan; with Kirsten Lange and Ted Buswick (2010). What Poetry Brings to Business. (Ann Arbor, MI: University of Michigan Press, 360 p.). Director of Creative Writing (Oxford University's Continuing Education program); Managing Director of The Boston Consulting Group (Munich); Head of Oral History and Archiving at The Boston Consulting Group. Poetry; business in literature. Complexity and flexibility of thinking, ability to empathize, better understand thoughts, feelings of others; skills necessary to talk, think about poetry can be of significant benefit to leaders and strategists, executives facing infinite complexity, armed with finite resources in changing world; ways in which reading, thinking about poetry offer businesspeople new strategies for reflection on their companies, daily tasks, work environments.

Mark Morgan, Raymond E. Levitt, William A. Malek (2007). Executing Your Strategy: How To Break It Down and Get It Done. (Boston, MA: Harvard Business School Press, 304 p.). Practice Director of the Stanford Advanced Project Management Program (SAPM); Professor in Stanford's School of Engineering; SAPM Program Director from 2002 to 2006. Strategic planning; Project management; Organizational effectiveness; Leadership. Make strategy happen, do right strategic projects, do projects right:  ideation, nature, vision, engagement, synthesis, transition.

Paul C. Nutt (2002). Why Decisions Fail: Avoiding the Blunders and Traps that Lead to Debacles. (San Francisco, CA: Berrett-Koehler Publishers, 332 p.). Emeritus Professor, Faculty of Management Sciences, Fisher College of Business (Ohio State University). Decision making. 400 decisions made by top managers (products and services, pricing and markets, personnel policy, technology acquisition, strategic reorganization); 2 of 3 decisions based on failure prone, questionable tactics; key errors, successful alternatives.

Matthew S. Olson and Derek van Bever (2008). Stall Points: Most Companies Stop Growing--Yours Doesn’t Have To. (New Haven, CT: Yale University Press, 238 p.). Executive Director, Corporate Executive Board; Chief Research Officer of the Corporate Executive Board. Corporations --Growth; Strategic planning; Business planning. Vast majority of stalls are direct result of strategic choices made by corporate leaders; almost always avoidable; greatest threat to company growth posed by obsolete strategic assumptions that undermine market position: 1) premium position captivity, 2) innovation management breakdown, 3) premature core abandonment, 4) talent shortfall.

Ken'ichi Omae (1982). The Mind of the Strategist: The Art of Japanese Business. (New York, NY: McGraw-Hill, 283 p.). Consultant (McKinsey & Co.). Industrial Management, Strategy.

Sharon M. Oster (1999). Modern Competitive Analysis. (New York, NY: Oxford University Press, 434 p. [3rd ed.]). Frederick Wolfe Professor of Economics and Management (Yale School of Organization and Management). Competition; Strategic planning.

Willie Pietersen (2002). Reinventing Strategy: Using Strategic Learning To Create and Sustain Breakthrough Performance. (New York, NY: Wiley, 272 p.). Former Executive (Unilever, Seagrams). Organizational learning; Strategic planning; Leadership; iKnowledge management. 

Michael E. Porter (1983). Cases in Competitive Strategy. (New York, NY: Free Press, 541 p.). Professor (Harvard Business School). Competition, Industrial Management.

--- (1986). Competition in Global Industries. (Boston, MA: Harvard Business School Press, 581 p.). Professor (Harvard Business School). Competition-International.

--- (1998). On Competition. (Boston, MA: Harvard Business School Publishing, 485 p.). Professor (Harvard Business School). Competition-International, Industrial Policy.

Edited with a new introduction by Michael E. Porter and Cynthia A. Montgomery (1991). Strategy: Seeking and Securing Competitive Advantage. (Boston, MA: Harvard Business School Press, 475 p.). Strategic Planning.

Michael E. Porter with a new introduction by the author (1998). Competitive Advantage: Creating and Sustaining Superior Performance. (New York, NY: Free Press, 557 p. [orig. pub. 1985]). Professor (Harvard Business School). Competition, Industrial Management.

--- (1998). Competitive Strategy: Techniques for Analyzing Industries and Competitors. (New York, NY: Free Press, 396 p. [orig. pub. in 1980]). Professor (Harvard Business School). Competition, Industrial Management.

--- (1998). The Competitive Advantage of Nations. (New York, NY: Free Press, 855 p. [orig. pub. 1990]). Professor (Harvard Business School). Competition-International, Industrial Policy, Strategic Planning, Economic Development.

James Brian Quinn; foreword by Tom Peters (1992). Intelligent Enterprise: A Knowledge and Service Based Paradigm for Industry. (New York, NY: Free Press, 473 p.). William and Josephine Buchanan Professor of Management at the Amos Tuck School (Dartmouth College). Organizational effectiveness; Organizational change; Customer services; Technological innovations. How knowledge-based services and technology are revolutionizing economy, every corporate strategy;  successful companies of 90's (manufacturing or services) will derive their competitive edge from deep understanding of few highly developed knowledge, service based "core competencies."

Thijs ten Raa (2009). The Economics of Benchmarking: Measuring Performance for Competitive Advantage. (New York, NY: Palgrave Macmillan, 128 p.). Associate Professor of Economics, Tilburg University (Netherlands). Benchmarking (Management)[ Performance --Measurement. How performance indices and rankings are developed (techniques, theory); how they can be used to improve efficiency, productivity , profitability.

Neil Rackham, Lawrence Friedman, and Richard Ruff (1996). Getting Partnering Right: How Market Leaders Are Creating Long-Term Competitive Advantage. (New York, NY: McGraw-Hill, 237 p.). Strategic alliances (Business); Partnership; Interorgnizational relations; Competition.

Jagmohan Raju, Z. John Zhang (2010). Smart Pricing: How Google, Priceline, and Leading Businesses Use Pricing Innovation for Profitability. (Upper Saddle River, NJ: Wharton School Pub.; Pearson Education, 212 p.). Joseph J. Aresty Professor and Chair of the Marketing Department (Wharton School); Professor of Marketing and Murrel J. Ades Professor (Wharton School). Pricing. How innovative pricing strategies can help companies create, capture value and customers; beyond familiar approaches (cost-plus, buyer-based pricing, competition-based pricing) - restaurants where customers set price, how Google, other high-tech firms have used pricing to remake whole industries, how executives in China successfully start, fight price wars to conquer new markets.

Douglas K. Ramsey (1987). The Corporate Warriors. (Boston, MA: Houghton Mifflin, 261 p.). Competition--United States--Case studies; Competition, International--Case studies; Strategic planning--Case studies.

Michael Raynor (2007). The Strategy Paradox: Why Committing to Success Leads to Failure, and What To Do about It. (New York, NY: Currency Doubleday, 303 p.). Distinguished Fellow with Deloitte Research. Strategic planning; Uncertainty; Risk management. Principle of Requisite Uncertainty - making choices with far-reaching consequences today based on assumptions about unpredictable future. 

Peter R. Richardson (1988). Cost Containment: The Ultimate Strategic Advantage. (New York, NY: Free Press, 238 p.). Cost control.

John Roberts (2004). The Modern Firm: Organizational Design for Performance and Growth. (New York, NY: Oxford University Press, 318 p.). Professor of Economics (Stanford Business School). Strategic planning; Business planning; Industrial organization. 

Ed. David I. Rosenbaum (1998). Market Dominance: How Firms Gain, Hold, or Lose It and the Impact on Economic Performance. (Westport, CT: Praeger, 274 p.). Professor of Economics (University of Nebraska-Lincoln). Market share --United States; Industrial concentration --United States; Big business --United States; Competition --United States; Success in business --United States. Fourteen authors analyzed 11 dominant firms operating in 10 industries; Six traits generally characterized firms in rise to dominance, maintenance of monopoly, loss of control: 1) being a first mover; 2) strong leadership; 3) cost advantages often through economies of scale; 4) effective product promotion to stimulate demand; 5) strategic use of patents and technology; 6) general dominance through size; efficiency provided only one path towards dominance; preying on competitors and engaging in price wars also achieved market control.

Sam L. Savage 2009). The Flaw of Averages: Why We Underestimate Risk in the Face of Uncertainty. (Hoboken, NJ: Wiley, 392 p.). Consulting Professor of Management Science and Engineering (Stanford University). Risk; Uncertainty. 'Flaw' - set of systematic errors when smart people focus on single average values in face of uncertainty and risk; common, avoidable mistakes in assessing risk in face of uncertainty; why plans based on average assumptions are wrong, on average; emerging field of Probability Management.

Peter Schwartz (1991). The Art of the Long View. (New York, NY: Doubleday/Currency, 258 p.). Former Head of Scenario Planning at Royal Dutch/Shell. Strategic planning; Business forecasting; Organizational change--Management. 

William L. Shanklin and John K. Ryans, Jr. (1985). Thinking Strategically: Planning for Your Company's Future. (New York, NY: Random House, 332 p.). Strategic Planning.

Carl Shapiro, Hal R. Varian (1999). Information Rules: A Strategic Guide to the Network Economy. (Boston, MA: Harvard Business School Press, 352 p.). Information technology--Economic aspects; Information society.

Yossi Sheffi (2005). The Resilient Enterprise: Overcoming Vulnerability for Competitive Advantage. (Cambridge, MA: MIT Press, 368 p.). Professor of Engineering Systems at MIT, Director of the MIT Center for Transportation and Logistics. Business logistics--Management; Strategic planning; Competition. Ability to bounce back from disruptions.

Oded Shenkar (2010). Copycats: How Smart Companies Use Imitation To Gain a Strategic Edge. (Boston, MA: Harvard Business Press, 241 p.). Ford Motor Company Chair in Global Business Management and Professor of Management at Fisher College of Business (The Ohio State University). Competition -- Management; Imitation -- Economic aspects; Diffusion of innovations -- Management; New products; Strategic planning. How imitation is as critical to prosperity as innovation; how savvy imitators generate huge profits; imitation as core element in competitive strategy, innovation: how to select right model to imitate; how to avoid oversimplification of model; which imitation strategy to use; how to prepare, execute implementation plan.

Jagdish Sheth and Rajendra Sisodia (2002). The Rule of Three: Surviving and Thriving in Competitive Markets. (New York, NY: Free Press, 277 p.). Competition; Efficiency, Industrial.

Hermann Simon (1996). Hidden Champions: Lessons from 500 of the World's Best Unknown Companies. (Boston, MA: Harvard Business School Press, 298 p.). Success in business--Case studies; Small business--Management--Case studies.

Hermann Simon, Frank F. Bilstein and Frank Luby (4/30/2006). Manage for Profit, Not for Share: A Guide to Greater Profitability in No-Growth Markets. (Boston, MA: Harvard Business School Press, 256 p.). Founder, Chairman of Simon-Kucher & Partners Strategy and Marketing Consultants;. Profit; Profit--Case studies; Industrial management--Case studies. Companies can extract a profit potential of 1%-3 % of revenue by pursuing a profit, rather than a market share, orientation.

Rajendra S. Sisodia, David B. Wolfe, Jagdish N. Sheth (2007). Firms of Endearment: The Pursuit of Purpose and Profit. (Upper Saddle River, NJ: Pearson Education, 320 p.). Professor of Marketing, Founding director of the Center for Marketing Technology (Bentley College); Author; Charles H. Kellstadt Professor of Marketing in the Goizueta Business School (Emory University). Strategic planning; Business planning; Business ethics; Social responsibility of business. Every form of value:  emotional, experiential, social, financial. 

Adrian J. Slywotzky (1995). Value Migration: How to Think Several Moves Ahead of the Competition. (Boston, MA: Harvard Business School Press, 326 p.). Strategic planning; Strategic planning--Effect of customer relations on; Corporations--Valuation. 

Adrian J. Slywotzky and David J. Morrison, with Bob Andelman. (1997). The Profit Zone: How Strategic Business Design Will Lead You to Tomorrow's Profits. (New York, NY: Times Business, 342 p.). Success in business; Corporate profits; Competition.

Adrian J. Slywotzky and David J. Morrison (1999). Profit Patterns: 30 Ways To Anticipate and Profit from Strategic Forces Reshaping Your Business. (New York, NY: Times Business, 432 p.). Success in business; Corporate profits; Competition.

Adrian Slywotzky and Richard Wise with Karl Weber (2003). How To Grow When Markets Don't. (New York, NY: Warner Books, 344 p.). Industrial management--United States; Corporations--United States--Growth--Case studies. 

Adrian J. Slywotzky with Karl Weber (2007). The Upside: The 7 Strategies for Turning Big Threats into Growth Breakthroughs. (New York, NY: Crown Business, 270 p.). Director of Oliver Wyman; Freelance Writer and Editor. Risk management; Risk assessment; Success in business. Seven risk categories of doing business: project failure, customer drift, transition failure, competition, brand erosion, industry slippage, corporate stagnation; how confronting threats directly can turn risks into stepping stones to success.

George Stalk, Rob Lachenauer, with John Butman (2004). Hardball: Are You Playing To Play or Playing To Win? (Boston, MA: Harvard Business School Press, 208 p.). Directors, Boston Consulting Group. Success in business; Competition; Strategic planning; Industrial management; Toughness (Personality trait). 

George Stalk with John Butman (2008). Five Future Strategies You Need Right Now. (Boston, MA: Harvard Business School Press, 120 p.). Senior Partner with the Boston Consulting Group. Business logistics; Strategic planning; Competition; Success in business. Address supply chain deficiencies; sidestep economies of scale; profit from dynamic pricing; embrace complexity; utilize infinite bandwidth.

Keetie E. Sluyterman (2005). Dutch Enterprise in the Twentieth Century: Business Strategies in a Small Open Economy. (New York, NY: Routledge, 319 p.). Professor of Business History (Utrecht University). Strategic planning --Netherlands; Industrial management --Netherlands; International business enterprises --Netherlands.

Donald Sull (2009). The Upside of Turbulence: Seizing Opportunity in an Uncertain World. (New York, NY: HarperBusiness, 288 p.). Professor of Management Practice in Strategic and International Management, and Faculty Director of Executive Education (London Business School). Strategic planning; Business cycles; Entrepreneurship; Management. Rapid, unpredictable changes, that influence a firm's ability to create value,  provide opportunity for growth; lessons from companies that have consistently spotted, exploited opportunities that rivals missed; practical tools, field-tested by executives around world, to wrestle triumph out of turmoil.

Don Taylor, Jeanne Smalling (1994). Up Against the Wal-Marts: How Your Business Can Prosper in the Shadow of the Retail Giants. (New York, NY: AMACOM, 258 p.). Success in business; Retail trade--Management; Service industries--Management; Small business--Management.

Gerard J. Tellis and Peter N. Golder (2002). Will & Vision: How Latecomers Grow To Dominate Markets. (New York, NY: McGraw-Hill, 340 p.). Marketing--United States; Brand name products--United States.

David G. Thomson, Marshall Goldsmith (2005). Blueprints to a Billion: 7 Essentials to Achieve Exponential Growth. (Hoboken, NJ: Wiley, 265 p.). Former Executive Sales/Marketing at Nortel Networks and Hewlett-Packard. Corporations--Growth; Industrial management. Quantitative assessment of the success pattern common across 387 companies.

Michael Treacy and Fred Wiersema (`997). The Discipline of Market Leaders: Choose Your Customers, Narrow Your Focus, Dominate Your Market. (Reading, MA: Addison-Wesley, 210 p.). Competition; Market segmentation; Quality of products; Customer services.

Jack Trout (2001). Big Brands, Big Trouble: Lessons Learned the Hard Way. (New York, NY: Wiley, 223 p.). Brand name products; Success in business; Competition.

James M. Utterback (1994). Mastering the Dynamics of Innovation: How Companies Can Seize Opportunities in the Face of Technological Change. (Boston, MA: Harvard Business School Press, 253 p.). Professor of Management and Engineering (MIT). Organizational change--Management; Industrial management; Technological innovations--Management; Strategic planning.

Patrick Viguerie, Sven Smit, and Mehrdad Baghai (2008). The Granularity of Growth: How To Identify the Sources of Growth and Drive Enduring Company Performance. (Hoboken, NJ: Wiley, 240p.). Director at McKinsey & Company; Director at McKinsey&Company; Managing Director of Alchemy Growth Partners. Corporations -- Growth; Strategic planning; Industrial management. Why growth is so important, what enables certain companies to grow so spectacularly, how to ensure that growth comes from multiple sources in product/service markets; how real growth can be found at granular level, in "pockets of opportunity" within all industries; key decisions to make to drive, sustain granular growth at scale.

John Weiser, Michele Kahane, Steve Rochlin, Jessica Landis (2006). Untapped: Creating Value in Underserved Markets. (San Francisco, CA: Berrett-Koehler, 200 p.). Co-Founder of Brody•Weiser•Burns; Program Officer in the Economic Development Unit of the Ford Foundation; Director of Research and Policy Development at The Center for Corporate Citizenship (Boston College); Research Consultant at the Center for Corporate Citizenship (Boston College). Success in business; Social responsibility of business; Business logistics. Serving consumers, suppliers at bottom of pyramid can be key to increased sales, qualified workforce, marketable innovations, reduced costs, increased quality.

Richard Whiteley and Diane Hessan (1996). Customer Centered Growth: Five Proven Strategies for Building Competitive Advantage. (Reading, MA: Addison-Wesley, 320 p.). Consumer satisfaction; Competition; Strategic planning.

James P. Womack and Daniel T. Jones (2003). Lean Thinking: Banish Waste and Create Wealth in Your Corporation. (New York, NY: Free Press, 396 p. [rev. and updated]). Founder and President of the Lean Enterprise Institute; Founder and Chairman of the Lean Enterprise Academy in the U.K. Organizational effectiveness; Industrial efficiency; Value added. 

Michael Y. Yoshino, U. Srinivasa Rangan. (1995). Strategic Alliances: An Entrepreneurial Approach to Globalization. (Boston, MA: Harvard University Press, 259 p.). Strategic alliances (Business); Competition, International.

Ming Zeng and Peter J. Williamson (2007). Dragons at Your Door: How Chinese Cost Innovation Is Disrupting Global Competition. (Boston, MA: Harvard Business School Press, 240 p.). Professor of Strategy at Cheung Kong Graduate School of Business, China; Professor of International Management and Asian Business at INSEAD. Industries--China; Costs, Industrial--China; Industrial policy--China; Competition--China; Competition, International. Forget yesterday’s image of Chinese companies as producers of cheap, low-quality imitations flooding world markets; cost innovation is advancing Chinese firms into high-end products, industries, high-value activities as engineering, design, R&D.

Zook (2004). Beyond the Core: Expand Your Market without Abandoning Your Roots. (Boston, MA: Harvard Business School Pub., 214 p.). Director of Global Strategy (Bain & Company). Corporations--Growth; Strategic planning; Corporate profits; Industrial management. 

--- (2007). Unstoppable: Finding Hidden Assets To Renew the Core and Fuel Profitable Growth. (Boston, MA: Harvard Business School Press, 190 p.). Head of Bain & Company's Global Strategy Practice. Corporations -- Growth; Strategic planning; Organizational change; Corporate profits; Industrial management. How to look deep within organization to find undervalued, unrecognized, underutilized assets that can serve as new platforms for sustainable growth.

Chris Zook with James Allen (2001). Profit from the Core: Growth Strategy in an Era of Turbulence. (Boston, MA: Harvard Business School Press, 186 p.). Director of Global Strategy (Bain & Company). Corporations--Growth; Industrial management; Corporate profits.



Business Plan Archive                                                                                                                                                                 

Business plans and related documents from the dot com era." The ultimate answer to the question, "What were they thinking?"

Business Plans and Profiles Index                                                                                                                                                       

This site provides lists of "types of small businesses and a corresponding sample business plan, profile or book about the business with sources provided after each entry. ... If the plan or profile is online, a link is provided." Browse by subject, such accounting, air transportation, baby products, bars, bookstores, and much more. Also includes a bibliography and links to related sites. From the Carnegie Library of Pittsburgh.

The Business Policy Game                                                                                                                                                                          

A total enterprise simulation now in its 5th edition. It provides the competitive environment for the annual International Collegiate Business Strategy Competition, the longest running simulation competition in the world. The game is available to educators and training instructors looking for a dynamic process to integrate the business disciplines and provide experience in strategy development. Game manuals and software may be downloaded directly from the Internet. 

Fordham University Pricing Center                                                                                                                                             

Fordham University Pricing Center is a research institution dedicated to developing a better understanding of prices and pricing, from both academic and managerial perspectives. The Pricing Center conducts academic research and sponsors research and practitioner seminars, and also acts as an advocate for pricing education in business school curricula.

Global Strategy and Organization                                                                                          

MIT's OpenCourseWare initiative - "Global Strategy and Organization" (materials offered by Professor Donald Lessard's Spring 2008 course); primary goal is "to provide the foundations for taking effective action in the multi-layered world of international business." On the course page, visitors will find a syllabus, readings, lecture notes, and various assignments.

The Institute for Strategy and Competitiveness                                                                                                                                                        

Dedicated to the study of competition and its implications for company strategy; the competitiveness of nations, regions, and cities; and the relationship between competition and society. The Institute seeks to develop new theory, assemble bodies of data to test and apply the theory, and disseminate its ideas widely to scholars and practitioners in business, government, and non-governmental organizations such as universities, economic development organizations, and foundations.

Shareholder Value


return to top

      © 2008. Business History