{"product_id":"the-boston-consulting-group-on-strategy-isbn-9780471757221","title":"The Boston Consulting Group on Strategy","description":"\u003cb\u003eA collection of the best thinking from one of the most innovative management consulting firms in the world\u003c\/b\u003e  \u003cp\u003eFor more than forty years, The Boston Consulting Group has been shaping strategic thinking in business. \u003ci\u003eThe Boston Consulting Group on Strategy\u003c\/i\u003e offers a broad and up-to-date selection of the firm's best ideas on strategy with fresh ideas, insights, and practical lessons for managers, executives, and entrepreneurs in every industry. Here's a sampling of the provocative thinking you'll find inside:\u003c\/p\u003e \u003cp\u003e\"You have to be the scientist of your own life and be astonished four times:at what is, what always has been, what once was, and what could be.\"\u003c\/p\u003e \u003cp\u003e\"The majority of products in most companies are cash traps . . . .[They] are not only worthless, but a perpetual drain on corporate resources.\"\u003c\/p\u003e \u003cp\u003e\"Use more debt than your competition or get out of the business.\"\u003c\/p\u003e \u003cp\u003e\"When information flows freely, reputation, more than reciprocity,becomes the basis for trust.\"\u003c\/p\u003e \u003cp\u003e\"As a strategic weapon, time is the equivalent of money, productivity,quality, even innovation.\"\u003c\/p\u003e \u003cp\u003e\"When brands become business systems, brand management becomes far too important to leave to the marketing department.\"\u003c\/p\u003e \u003cp\u003e\"The winning organization of the future will look more like a collection ofjazz ensembles than a symphony orchestra.\"\u003c\/p\u003e \u003cp\u003e\"Most of our organizations today derive from a model whose original purpose was to control creativity.\"\u003c\/p\u003e \u003cp\u003e\"Rather than being an obstacle, uncertainty is the very engine of transformation in a business, a continuous source of new opportunities.\"\u003c\/p\u003e \u003cp\u003e\"IP assets lack clear property lines. Every bit of intellectual property you can own comes with connections to other valuable innovations.\"\u003c\/p\u003e \u003cp\u003eForeword xiii\u003c\/p\u003e \u003cp\u003ePreface xv\u003c\/p\u003e \u003cp\u003eAcknowledgments xvii\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart One The Nature of Business Strategy\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStrategic and Natural Competition, Bruce D. Henderson, 1980 2\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart Two The Development of Business Strategy\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eFoundations 9\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Experience Curve Reviewed: History, Bruce D. Henderson, 1973 12\u003c\/p\u003e \u003cp\u003eThe Experience Curve Reviewed: Why Does It Work? Bruce D. Henderson, 1974 15\u003c\/p\u003e \u003cp\u003eThe Experience Curve Reviewed: Price Stability, Bruce D. Henderson, 1974 18\u003c\/p\u003e \u003cp\u003eThe Pricing Paradox, Bruce D. Henderson, 1970 24\u003c\/p\u003e \u003cp\u003eThe Market-Share Paradox, Bruce D. Henderson, 1970 27\u003c\/p\u003e \u003cp\u003eMore Debt or None? Bruce D. Henderson, 1972 29\u003c\/p\u003e \u003cp\u003eThe Rule of Three and Four, Bruce D. Henderson, 1976 31\u003c\/p\u003e \u003cp\u003eThe Product Portfolio, Bruce D. Henderson, 1970 35\u003c\/p\u003e \u003cp\u003eThe Real Objectives, Bruce D. Henderson, 1976 38\u003c\/p\u003e \u003cp\u003e\u003cb\u003eMilestones 40\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eLife Cycle of the Industry Leader, Bruce D. Henderson, 1972 43\u003c\/p\u003e \u003cp\u003eThe Evils of Average Costing, Richard K. Lochridge, 1975 46\u003c\/p\u003e \u003cp\u003eSpecialization or the Full Product Line, Michael C. Goold, 1979 48\u003c\/p\u003e \u003cp\u003eStalemate: The Problem, John S. Clarkeson, 1984 51\u003c\/p\u003e \u003cp\u003eBusiness Environments, Richard K. Lochridge, 1981 56\u003c\/p\u003e \u003cp\u003eRevolution on the Factory Floor, Thomas M. Hout and George Stalk Jr., 1982 59\u003c\/p\u003e \u003cp\u003eTime—The Next Source of Competitive Advantage, George Stalk Jr., 1988 63\u003c\/p\u003e \u003cp\u003eCompeting on Capabilities: The New Rules of Corporate Strategy, George Stalk Jr., Philip B. Evans, and Lawrence E. Shulman, 1992 82\u003c\/p\u003e \u003cp\u003eStrategy and the New Economics of Information, Philip B. Evans and Thomas S. Wurster, 1997 99\u003c\/p\u003e \u003cp\u003eCollaboration Rules, Philip Evans and Bob Wolf, 2005 120\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart Three The Practice of Business Strategy\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eThe Customer: Segmentation and Value Creation 137\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSegmentation and Strategy, Seymour Tilles, 1974 139\u003c\/p\u003e \u003cp\u003eStrategic Sectors, Bruce D. Henderson, 1975 141\u003c\/p\u003e \u003cp\u003eSpecialization, Richard K. Lochridge, 1981 143\u003c\/p\u003e \u003cp\u003eSpecialization: Cost Reduction or Price Realization, Anthony J. Habgood, 1981 145\u003c\/p\u003e \u003cp\u003eSegment-of-One® Marketing, Richard Winger and David Edelman, 1989 147\u003c\/p\u003e \u003cp\u003eDiscovering Your Customer, Michael J. Silverstein and Philip Siegel, 1991 151\u003c\/p\u003e \u003cp\u003eTotal Brand Management, David C. Edelman and Michael J. Silverstein, 1993 154\u003c\/p\u003e \u003cp\u003ePricing Myopia, Philippe Morel, George Stalk Jr., Peter Stanger, and Peter Wetenhall, 2003 157\u003c\/p\u003e \u003cp\u003eTrading Up, Michael J. Silverstein and Neil Fiske, 2003 and 2005 162\u003c\/p\u003e \u003cp\u003eTrading Down: Living Large on $150 a Day, Lucy Brady and Michael J. Silverstein, 2005 168\u003c\/p\u003e \u003cp\u003e\u003cb\u003eInnovation and Growth 173\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFrom the Insight Out, Michael J. Silverstein, 1995 174\u003c\/p\u003e \u003cp\u003eCapitalizing on Anomalies, Lawrence E. Shulman, 1997 176\u003c\/p\u003e \u003cp\u003eBreaking Compromises, George Stalk Jr., David K. Pecaut, and Benjamin Burnett, 1997 179\u003c\/p\u003e \u003cp\u003eA New Product Every Week? Lessons from Magazine Publishing, Gary Reiner and Shikhar Ghosh, 1988 183\u003c\/p\u003e \u003cp\u003eInnovating for Cash, James P. Andrew and Harold L. Sirkin, 2003 186\u003c\/p\u003e \u003cp\u003eAcquiring Your Future, Mark Blaxill and Kevin Rivette, 2004 189\u003c\/p\u003e \u003cp\u003e\u003cb\u003eDeconstruction of Value Chains 194\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe New Vertical Integration, John R. Frantz and Thomas M. Hout, 1993 195\u003c\/p\u003e \u003cp\u003eThe Deconstruction of Value Chains, Carl W. Stern, 1998 198\u003c\/p\u003e \u003cp\u003eHow Deconstruction Drives De-Averaging, Philip B. Evans, 1998 201\u003c\/p\u003e \u003cp\u003eThinking Strategically about E-Commerce, Philip B. Evans and Thomas S. Wurster, 1999 205\u003cbr\u003e From “Clicks and Mortar” to “Clicks and Bricks,”\u003c\/p\u003e \u003cp\u003ePhilip B. Evans and Thomas S. Wurster, 2000 208\u003c\/p\u003e \u003cp\u003eThermidor: The Internet Revolution and After, Philip B. Evans, 2001 210\u003c\/p\u003e \u003cp\u003eThe Online Employee, Michael S. Deimler and Morten T. Hansen, 2001 214\u003c\/p\u003e \u003cp\u003eRicher Sourcing, Philip B. Evans and Bob Wolf, 2004 218\u003c\/p\u003e \u003cp\u003eThe Real Contest between America and China, Thomas Hout and Jean Lebreton, 2003 223\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePerformance Measurement 227\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eProfit Center Ethics, Bruce D. Henderson, 1971 229\u003c\/p\u003e \u003cp\u003eThe Story of Joe (A Fable), Bruce D. Henderson, 1977 232\u003c\/p\u003e \u003cp\u003eControlling for Growth in a Multidivision Business, Patrick Conley, 1968 234\u003c\/p\u003e \u003cp\u003eMaking Performance Measurements Perform, Robert Malchione, 1991 237\u003c\/p\u003e \u003cp\u003eEconomic Value Added, Eric E. Olsen, 1996 240\u003c\/p\u003e \u003cp\u003eNew Directions in Value Management, Eric E. Olsen, 2002 244\u003c\/p\u003e \u003cp\u003eWorkonomics, Felix Barber, Jeff Kotzen, Eric Olsen, and Rainer Strack, 2002 248\u003c\/p\u003e \u003cp\u003e\u003cb\u003eResource Allocation 254\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCash Traps, Bruce D. Henderson, 1972 255\u003c\/p\u003e \u003cp\u003eThe Star of the Portfolio, Bruce D. Henderson, 1976 258\u003c\/p\u003e \u003cp\u003eAnatomy of the Cash Cow, Bruce D. Henderson, 1976 259\u003c\/p\u003e \u003cp\u003eThe Corporate Portfolio, Bruce D. Henderson, 1977 262\u003c\/p\u003e \u003cp\u003eRenaissance of the Portfolio, Anthony W. Miles, 1986 265\u003c\/p\u003e \u003cp\u003ePremium Conglomerates, Dieter Heuskel, 1996 268\u003c\/p\u003e \u003cp\u003eThe End of the Public Company—As We Know It, Larry Shulman, 2000 271\u003c\/p\u003e \u003cp\u003eAdvantage, Returns, and Growth—In That Order, Gerry Hansell, 2005 275\u003c\/p\u003e \u003cp\u003e\u003cb\u003eOrganizational Design 281\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eProfit Centers and Decentralized Management, Bruce D. Henderson, 1968 282\u003c\/p\u003e \u003cp\u003eUnleash Intuition, Richard K. Lochridge, 1984 285\u003c\/p\u003e \u003cp\u003eNetwork Organizations, Todd L. Hixon, 1989 289\u003c\/p\u003e \u003cp\u003eThe Myth of the Horizontal Organization, Philippe J. Amouyal and Jill E. Black, 1994 292\u003c\/p\u003e \u003cp\u003eThe Activist Center, Dennis N. Rheault and Simon P. Trussler, 1995 295\u003c\/p\u003e \u003cp\u003eShaping Up: The Delayered Look, Ron Nicol, 2004 298\u003c\/p\u003e \u003cp\u003eA Survivor’s Guide to Organization Redesign, Felix Barber, D. Grant Freeland, and David Brownell, 2002 302\u003c\/p\u003e \u003cp\u003e\u003cb\u003eLeadership and Change 309\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhy Change Is So Difficult, Bruce D. Henderson, 1967 310\u003c\/p\u003e \u003cp\u003eLeadership, Bruce D. Henderson, 1966 312\u003c\/p\u003e \u003cp\u003eHow to Recognize the Need for Change, Carl W. Stern, 1983 315\u003c\/p\u003e \u003cp\u003eSustained Success, Alan J. Zakon and Richard K. Lochridge, 1984 318\u003c\/p\u003e \u003cp\u003eStrategy and Learning, Seymour Tilles, 1985 323\u003c\/p\u003e \u003cp\u003eLet Middle Managers Manage, Jeanie Daniel Duck, 1991 327\u003c\/p\u003e \u003cp\u003eJazz versus Symphony, John S. Clarkeson, 1990 330\u003c\/p\u003e \u003cp\u003eThe Change Curve, Jeanie Daniel Duck, 2001 333\u003c\/p\u003e \u003cp\u003eLeadership in a Time of Uncertainty, Bolko von Oetinger, 2002 342\u003c\/p\u003e \u003cp\u003eLeading in Emotional Times, Jeanie Daniel Duck, 2002 345\u003c\/p\u003e \u003cp\u003eThe Forgotten Half of Change, Luc de Brabandere, 2005 347\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart Four Business Thinking\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBusiness Thinking, Bruce D. Henderson, 1977 354\u003c\/p\u003e \u003cp\u003eBrinkmanship in Business, Bruce D. Henderson, 1967 357\u003c\/p\u003e \u003cp\u003eBusiness Chess, Rudyard L. Istvan, 1984 361\u003c\/p\u003e \u003cp\u003eProbing, Jonathan L. Isaacs, 1985 366\u003c\/p\u003e \u003cp\u003eCreative Analysis, Anthony W. Miles, 1987 369\u003c\/p\u003e \u003cp\u003eMake Decisions Like a Fighter Pilot, Mark F. Blaxill and Thomas M. Hout, 1987 370\u003c\/p\u003e \u003cp\u003eThe Seduction of Reductionist Thinking, Jeanie Daniel Duck, 1992 373\u003c\/p\u003e \u003cp\u003eChoices, Again, Barry Jones and Larry Shulman, 2003 376\u003c\/p\u003e \u003cp\u003eThe Hardball Manifesto, George Stalk Jr. and Rob Lachenauer, 2004 377\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart Five Social Commentary \u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFailure to Compete, Bruce D. Henderson, 1973 383\u003c\/p\u003e \u003cp\u003eInflation and Investment Return, Bruce D. Henderson, 1974 384\u003c\/p\u003e \u003cp\u003eConflicting Tax Objectives, Bruce D. Henderson, 1975 385\u003c\/p\u003e \u003cp\u003eDumping, Bruce D. Henderson, 1978 387\u003c\/p\u003e \u003cp\u003eAdversaries or Partners? Bruce D. Henderson, 1983 389\u003c\/p\u003e \u003cp\u003eThe Promise of Disease Management, Joshua Gray and Peter Lawyer, 1995 393\u003c\/p\u003e \u003cp\u003eMaking Sure Independent Doesn’t Mean Ignorant, Colin Carter and Jay W. Lorsch, 2002 400\u003c\/p\u003e \u003cp\u003eIndex 405\u003c\/p\u003e \"Essential reading for anyone with a serious interest in strategy.\" (\u003ci\u003eLong Range Planning\u003c\/i\u003e, 40\/2007)  \u003cp\u003e\u003cb\u003eCARL W. STERN \u003c\/b\u003ehas been with BCG for thirty-two years. He was the CEO of BCG from 1997 to 2003 and presently serves as co-chairman of the board. He holds an MBA from Stanford Business School. \u003c\/p\u003e\u003cp\u003e\u003cb\u003eMICHAEL S. DEIMLER \u003c\/b\u003eis a Senior Vice President in the Atlanta office of BCG and the leader of its strategy practice. He holds an MBA from The Wharton School.   \u003c\/p\u003e\u003cp\u003eThis remarkable anthology of articles on strategy and management is an essential companion for executives facing the need to rethink their businesses. Whether the task is to defeat new or entrenched competitors, it is often necessary to go back to the basics and to consider radical departures. \u003ci\u003eThe Boston Consulting Group on Strategy \u003c\/i\u003ewill help readers do both because it contains seminal concepts about reducing costs and gaining market share, as well as new thinking on the power of networks, pricing and segmentation, and the impact of ever cheaper communications and distribution. \u003c\/p\u003e\u003cp\u003eWith the exception of several articles that appeared first in the \u003ci\u003eHarvard Business Review, \u003c\/i\u003emost of the pieces in this book are “Perspectives,” short essays that were originally published by The Boston Consulting Group for its clients. The ideas they present were almost all developed and tested in the course of working with clients worldwide to improve both position and performance.  \u003c\/p\u003e\u003cp\u003eThe Boston Consulting Group (BCG) is regarded as one of the premier management consulting firms. The \u003ci\u003eFinancial Times \u003c\/i\u003eonce credited its founder, Bruce Henderson, with inventing the field of corporate strategy. The themes that run through BCG’s ideas—the importance of competitive advantage, the need to “break compromises” and “de-average” the numbers, the value of time, and the power of seeing second or third order causes—are more relevant than ever because the need for effective strategy has never been greater. This is a book for managers who want to understand how the business world really works and how to change the course of their companies based on that understanding. \u003c\/p\u003e\u003cp\u003e\u003cb\u003eThe Boston Consulting Group was founded in 1963 and now has sixty-one offices in thirty-six countries.\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003eFor more information, please visit: www.bcg.com\/bcgonstrategy\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47990177300709,"sku":"NP9780471757221","price":37.95,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780471757221.jpg?v=1761786798","url":"https:\/\/k12savings.com\/es\/products\/the-boston-consulting-group-on-strategy-isbn-9780471757221","provider":"K12savings","version":"1.0","type":"link"}