Designing Interactive Strategy

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

Richard Normann, SMG France.

Rafael Ramírez is currently Professor of Management at HEC, the leading French business school. Dr Ramírez, who holds a PhD from the Wharton School, has extensive consulting experience, working with companies such as Hewlett-Packard, Nissan Europe, Shell International, Rockwool, Telespazio, Wärtsilä -NSD, and Sonera. He was the Managing Director of SMG France prior to joining HEC. Dr. Ramírez co-authored the Harvard Business Review lead article From Value Chain to Value Constellation, which was elected one of the ten most requested strategy reprints by the Review's readers. The follow-up book on value constellations, Designing Interactive Strategy, which he wrote with Richard Normann, has been widely translated. In 1998 he was elected 'individual member' of the Global Business Network.