The Art of Forecasting
The Sources of Sales
The Sources of
(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
(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
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;
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.
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
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
Johan C. Aurik, Gillis J. Jonk, and Robert E.
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.
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
Frank Bailom, Kurt Matzler & Dieter
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
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.
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.
succeed/fail in today’s global economy, why.
Eds. Joseph L. Bower and Clark G. Gilbert
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
Steven C. Brandt (1981).
Strategic Planning in Emerging Companies. (Reading, MA:
Addison-Wesley, 187 p.). Business planning.
Shona L. Brown and Kathleen M. Eisenhardt
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
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;
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.
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
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
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;
David I. Cleland, Gary Rafe and Jeffrey
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.
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;
David J. Collis, Cynthia A. Montgomery (1997).
Corporate Strategy: Resources and the Scope of the Firm.
(Chicago, IL: Irwin, 764 p.). Strategic planning; Business
Corporate Strategy: A Resource-Based Approach. (Boston,
MA: Irwin, McGraw-Hill, 220 p.). Organizational effectiveness;
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
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;
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
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
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.
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
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
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
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
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
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
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;
Gary Hamel (2000).
Leading the Revolution. (Boston, MA: Harvard Business
School Press, 333 p.). Creative ability in business; Strategic
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.
Strategic Operations: Competing Through Capabilities.
(New York, NY: Free Press, 730 p.). Strategic planning;
Industrial management; Production management; Manufacturing
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
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
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
enterprises achieve powerful synergies, define corporate
headquarters’ role in setting, coordinating, overseeing
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,
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;
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.
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;
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.).
the London Business School. Strategic
planning; Technological innovations--Economic aspects.
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
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
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.
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 BusinessWeek.com, 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
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
Robert H. Miles, in collaboration with Kim S.
Coffin Nails and Corporate Strategies. (Englewood
Cliffs, NJ: Prentice-Hall, 298 p.). Cigarette industry--United
States; Tobacco industry--United States; Business
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
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
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.
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
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;
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.
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
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.
Competition in Global Industries. (Boston, MA: Harvard
Business School Press, 581 p.). Professor (Harvard Business
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
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,
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.
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
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
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
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
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.
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
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;
William L. Shanklin and John K. Ryans, Jr.
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
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
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,
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
Hermann Simon, Frank F. Bilstein and Frank
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
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;
Adrian Slywotzky and Richard Wise with Karl
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
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
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
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
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
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
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;
Michael Y. Yoshino, U. Srinivasa Rangan.
Strategic Alliances: An Entrepreneurial Approach to
Globalization. (Boston, MA: Harvard University Press,
259 p.). Strategic alliances (Business); Competition,
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.
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;
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
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.
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
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.
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