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A
Aguiluz, IX, Amable “Miguel,” 93–95, 144–45
Ink for Less Professional (business customer division) and, 104, 106
Ink for Less strategy statement and, 102
airline industry
average profitability of, 26
firm effect, 47
How Firms Differ: Firm Effects in Four Different Industries, 48
Ajayi, Richard, 82
Allen, Paul, 113
Altria tobacco, 47
Amazon, 110
Amelio, Gil, 118–19
AmREIT, 85–87
AmREIT Portfolio: Demographic Positioning, 86
broker-dealer business shut-down and, 104, 140
formulating a strategy statement, 85
Irreplaceable Corner Criteria, 86, 87
metrics (data) over intuition and, 85–86
slogan of (“Irreplaceable Corner Company”), 85, 86
team approach and implementing management strategies, 143
Apple, 110–31, 170–71n 1
Amelio leads, 118–19
Apple II, 111–12, 120
Apple III as first failure, 113, 120
arrogance of, 121
competition and, 129
creative destruction and, 120, 127
customers and, 112, 114, 125
“difference that mattered” and, 112, 124
digital hub strategy, 125
evolution of industry and change in strategy, 129, 130–31, 141
FireWire, 126
functional advantages over other early computer makers, 112
iCloud, 128, 129
iMac, 124–25
iMovie, 126
iPad, 128, 129
iPhone, 127–28, 129
iPod, 126, 127, 128
iTunes, 125, 127
Jobs leaves company, 116
Jobs returns, 119, 124, 130–31
Jobs revives and recreates company, 124–31
Lisa, technology advances and marketing problems, 114–15, 120
loss of a difference that mattered, 119–22
Macintosh, 114, 115–16, 117, 120
Mac OS, 119, 125, 126
management style change, 124
market share slide, 117
market value (1980), 112
market value (2010), 128
name change and shrinking computer business, 128
Newton PDA, 117
NeXT purchased by, 119, 123–24
proprietary technology and, 113, 114, 118
purpose change at (2001), 125, 127
purpose out of sync with industry forces, 121–22
purpose statement (1980), 111
recommended reading, 163
retail stores, 125
Sculley leads, 115–16, 117
Spindler leads, 117–18
Stock Price chart, 128
super-manager era, 116–19, 121
Arnault, Bernard, 75
B
Beatrice Foods, 25
Bias for Action, A (Bruch and Ghoshal), 135
BMW
statement of purpose, 84
value creation and, 55
BP (British Petroleum), 87
Brandenburger, Adam,165n 1; 168n 16, 17, 20; 174n 22
Bridge Clinic, The (Nigeria), 82
Brighton Collectibles (formerly Leegin), 88–92, 138
identifying the customer, 88–90
legal battle to protect pricing, 90
system of value creation, 90–91, 92
Browne, John, 87
Bruch, Heike, 135
Buffett, Warren
competitive forces and, 30–31, 36
“economic moat,” 74
maxim, 24
myth of the super-manager and, 30
portfolio, furniture investments, 32
Burlington Industries, 25
BusinessWeek: on IKEA, 39
C
Champion International, 25
Champy, James, 81–82, 170n 2,
Chanel, 60
Cirque du Soleil, 31
strategy of, 31–32
colleges, changing economic models for, 129
Collins, Wesley, 18
Collis, David J., 161, 170n 1
competition. See also specific businesses
analyzing rivalry among firms, high to low, 28
Apple and, 113, 117, 118, 119, 120, 121, 129
Buffett’s economic moat and, 74–75
creative destruction and, 119, 120
furniture industry, 18, 29, 53
Gucci and, 59–60, 60, 71, 72, 74
IKEA and, 41, 44, 53, 155–56
Ink for Less and, 94, 104, 106
industry forces and, 2, 27, 28
Lance! and, 96, 106
leadership and, 134
purpose and, 11, 65
Southwest Airlines and, 31, 47
strategy statement, 99, 157–58
competitive advantage, 4, 47
company’s purpose and, 4, 46–47
intangibles and, 74–75
Masco’s in faucets, 34
nonprofits and, 151
role of scarcity, 74
strategy as long-run, sustainable competitive advantage, 111, 129, 130
computer industry, 128. See also Apple; IBM
creative destruction and, 120
Dell and, 120
deteriorating of, 121
disappearance of long-time players in, 120
pricing and, 122
two suppliers dominate, 120
Consolidated Foods, 25
core competencies, 162
Covey, Stephen, 135
creative destruction, 119–20, 127
Credit Suisse, 68, 70
Cullen, Ann, 154
customers
Apple and, 111, 118, 125
Brighton Collectibles and, 88–90, 92
differentiators and, 52, 155
furniture industry, 18–19, 29, 34, 55
Gucci and, 57, 59, 60, 60, 61, 64, 65, 65, 66, 67, 67, 68, 70, 73, 73, 96
identifying, 88–89
identifying new, 70, 73, 104, 106
identity of company, purpose, and, 11, 49, 50, 51, 56, 96, 137, 157–58
IKEA and, 40, 41, 43, 46, 52, 53, 55
industry forces and, 27, 28, 32
Ink for Less and, 93, 94, 95, 95, 104, 106
Masco failure and, 34, 46
power of, analyzing, 28
profit frontier and, 59–60, 60, 65, 65, 67
strategy and, 53, 82, 93, 96, 101, 105, 107, 137
strategy wheel and, 73, 92
Strategy and Added Value chart, 53
team contact with, 141–42
willingness to pay and value creation, 54, 54, 55, 59, 60, 64, 65, 67
D
Dahlvig, Anders, 156
Deifell, Tony, 146
Dell, Michael, 124
Dell Computer, 120
de Mattos, Walter, 96–97, 106–7
strategy statement for Lance!, 101–2
De Pree, Max, ix, 141, 142, 161, 173n 13,15,16
De Sole, Domenico, 57, 64–77, 88, 131, 139, 142–43, 146
Deutschman, Alan, 122
differentiation
IKEA and, 51–52, 55
innovation to create, 52
purpose and, 4, 39, 51–52
strategy and, 47
differentiators, 154–55
Disney
intangibles and, 75
Pixar and, 123
value creation and, 55
Doctors Without Borders, 98–99
E
economic rents, 119
Economist magazine, 98, 99
Eliot, T. S., 146
Entrepreneur, Owner, President program (EOP), Harvard Business School, 7, 149
article by Robert Nozick and, 145
changing view of strategy and, 1, 4
closing session, 143
company leader as strategist and, 3–4
competition for best strategy, 11, 12
dramatic insights about participants’ businesses, 82–83
identifying purpose and, 11
motivation of participants, 9–10
Oliver’s poem and Portrait Project, 146, 147
orientation, 7–9, 14
overview of program, 9
participants, 8–9
strategy course, 10–11
strategy vs. execution discussion, 77–78
as transformative, 14
website, 149
writing down clear statement of purpose for the company and, 81
existentialism, 137–38
F
fashion industry, 58. See also Gucci
Designer Fashion Industry: Gucci 1975, 60
Designer Fashion Industry: Gucci 1995, 65
Designer Fashion Industry: Repositioning Gucci, 67
positioning company in, 64–66
profit frontier, 59–60
“Finding Information for Industry Analysis” (Rivkin and Cullen), 154
firm effect, 47
How Firms Differ: Firm Effects in Four Different Industries, 48
purpose and creation of, 49
focused firms, 154–55
Ford, Henry, 129
Ford, Tom, 64, 66, 68, 69, 71, 72, 76
Four Seasons Resorts, 97–98
furniture industry, 16, 17–19. See also Masco Corporation
Buffett’s investments in, 32
companies that tried and failed in, 25
Furniture Retailing: Net Profit Margin 2003–2010, 48
IKEA and, 39–46, 55
industry forces, analyzing, 28–29
industry forces in, 17–18, 29, 34, 40
management in, 18
Masco’s acquisitions of existing companies, 20
Masco’s expansion into, 15–22, 24
Mengel Company case and, 24–25
price-points and, 33–34
problems in, as opportunities or red flags, 19
Relative Industry Profitability: 1990–2010 graph, 26
scale economies and, 34
G
Gates, Bill, 113–14
Gatorade, 75
General Electric (GE), 30
General Housewares, 25
Georgia Pacific, 25
Ghemawat, Pankaj, 160, 168n 19
Ghoshal, Sumantra, 135
“going back to the core,” 69
Android software, 129
statement of purpose, 84
Gucci, 57–78
Aldo’s credo, 59
brand identity and repositioning of, 70
choices that involved trade-offs, 73–74
company history, 58–61
customers and, 57, 59, 60, 60, 61, 64, 65, 65, 66, 67, 67, 68, 70, 73, 73, 96
Designer Fashion Industry: Gucci 1975, 60
Designer Fashion Industry: Gucci 1995, 65
Designer Fashion Industry: Repositioning Gucci, 67
De Sole and Ford leave, 76
De Sole at helm, 64–76, 77, 131, 139
De Sole’s statement of strategy, 77
family turmoil and overexposure of brand, 61–62
implementing redefined purpose, 70–72, 139
intangible assets and, 75
Investcorp and, 62, 64, 69
management change (under De Sole), 72, 76–77
marketing, 71
Maurizio Gucci buyout and leadership, 62–64, 69, 70, 74
PPR buyout, 75–76
pricing, 68
product and repositioning of, 70
as publicly traded company, 68
purpose clarified, reinvented, 64–66, 69, 73, 110, 127, 142
rallying team to support purpose, 66, 142–43
recommended reading, 163
restoration of brand, 62–64
stores, 70–71
strategy and, 78
strategy as system of value creation and, 72–77, 73, 88
suppliers and, 67–68, 71
takeover attempt, 75
turnaround of, 68–69
Gucci, Aldo, 59, 60–61, 62
Gucci, Guccio, 58–59
Gucci, Maurizio, 62–64, 65, 69, 70, 74, 96
Gucci, Paolo, 61, 62
Gucci, Roberto, 61
Gucci, Rudolfo, 59, 60, 62
Gucci, Vasco, 59, 60
Guimaraes, Pedro, 50–51
Gulf + Western, 25
H
health care sector, 129
Hermès, 60, 67, 71
I
IBM, 111, 113, 117, 118
market innovation and, 120
sale of PC business, 120
IKEA, 69, 142, 167n 12
BusinessWeek on, 39
customers, 53
a difference that matters and, 40
differentiation and, 51–52, 55
evolution and change in strategy and, 110
furniture design and, 44
Furniture Retailing: Net Profit Margin 2003–2010, 48, 167n 13
growth of, 43
imitators of (STØR), 155–56, 174n 1
“inciting incident” of boycott, 42–43
industry forces and, 40
innovation and, 52
Kamprad’s philosophy, 41–42
lean manufacturing, 53
marketing and, 52
name recognition and, 55
origins of, 41
packaging, 43, 52, 53, 55
pricing, 43–44, 46, 53
purpose: a concept company, 45–46, 57
purpose as core organizing principle, 53
purpose as ennobling and, 49
recommended reading, 162
store design, 40, 44–45, 53
strategy and, 78
suppliers, 42–43, 55
value creation at, 52, 55
Imperial Tobacco, 47
“inciting incident,” 42–43
industry analysis, 153–54
recommended reading, 159–60
industry effect, 27, 36–37, 47, 166n 6
industry forces, 2, 26–30, 39, 144
analyzing, 153–54
Apple hurt by, 120–21
availability of substitute products, 28
average profitability of different industries, 26–27, 47
barriers to entry and exit, 28
Cirque du Soleil and, 31–32
continuum of, from “Unattractive” to “Attractive,” 27–29
factors to consider, 28–29
firm effect, 47
furniture business, 17–20
lesson of industry effect, 36–37
opportunities or red flags, 19, 35
power of customers, 28
power of suppliers, 28
Relative Industry Profitability: 1990–2010 graph, 26
rivalry among firms, 28
Southwest Airlines and, 31–32
Starbucks and, 31–32
Ink for Less, 93–95, 144–45
customers, 93, 94, 95, 95, 104, 106
Human Resources and Training at Ink for Less, 95
Professional, 104, 106
R&D, 94
statement of purpose, 93
strategy statement, 102
innovation, 83
Apple and, 125
being a fire starter and, 134–36
creative destruction and, 119–20
differentiation and, 52
“economic rents” and, 119
fighting the status quo and, 135–36
Four Seasons Hotel and, 97
furniture industry and, 18, 29
IKEA and, 52
industry forces and, 28
Masco and, 16–17
Nike and, 84
resistance to, 135
Intel, 118, 120
Intermark, 25
Investcorp, 62, 64, 69
J
Jobs, Steve, 110–31
Apple’s purpose and, 115
arrogance of, 121
“difficult” reputation, 112–13
Disney and, 123
education of, as strategist, 122–23, 124
failure as company leader, 116
“insanely great” technology and, 111
Lisa development and, 115
as multibillionaire, 123
NeXT and, 116, 119, 122–24
Pixar and, 123
proprietary technology and, 113
return to Apple, 119, 130–31
revival and recreation of Apple, 124–31
Sculley removes from Apple, 116
K
Kamprad, Ingvar, 39–46, 54, 138, 146
“A Furniture Dealer’s Testament,” 46
philosophy of, 41–42
statement of purpose, 45–46
Kay’s Kloset, 90
Kohl, Jerry, 88, 138
L
Lance! Sports Group, 96–97, 106–7
strategy statement, 101–2
leadership. See also strategist
being a “Man of Action,” 136
CEO as “guardian of organizational purpose,” 143, 173n 17
commitment and passion in, 135
communication and, 142, 143
companies that lack leaders as strategists, 147–48
corporate rebirth or renewal and, 140–41
developing a system of strategy and, 141–43, 156, 157
EOP program and new understanding of, 144
executing strategy and, 136
facing and interpreting economic reality and, 142–43
fighting the status quo, 135–36
fire starting and, 134–36, 142
flexability, adaptability and, 139
four basic questions confronted by, 133–34
frequency of strategy review, 158
getting a team on board, 141–43, 156, 157
maintaining strategic momentum and, 138–41
Mary Oliver poem and, 146, 147
meaning of what a leader does, 146–47
motivation, 136
openness to new ideas, 134, 139
prioritizing time and activities, 135
recommended reading, 161
setting a course for a company and choices, 136–38
strategist as leader, 12–14, 133–48
strategy as a way of life and, 143–47, 174n 18
Zen story and, 134
Louis Vuitton company, 64, 66, 71
low-cost producers, 154–55
Ludlow, 25
LVMH (Louis Vuitton Moët Hennessy), 75
M
Manoogian, Alex, 16–17
Manoogian, Richard, 15–22, 35, 39, 120, 142
Marchese, Eugene, 83
Marchese Partners, 83
Masco Corporation, 15–22, 31, 32, 120
about the company, 16–17, 165n 2
acquisitions of furniture companies, 20
competitive advantage in faucets, 34
exiting furniture business, 22
expansion of business into furniture decision, 16
failure of expansion, 21–22, 24
failure to consider industry forces, 17–20, 29, 40
myth of the super-manager and, 23–24, 33–36
purpose in furniture lacking, 46
strategic plan for expansion and, 32–35
successful brands, 17
“Masco Fiasco, The” (Financial World), 35
McGahan, A.M., 166n 4
McKee, Robert, 42
Mead, 25
Mello, Dawn, 63, 64
Mengel Company, 24–25, 32
Microsoft, 74, 113, 120, 126, 128, 131
Windows, 118, 119
mission statement, 153
Moltke, Helmuth von, 138
music industry, 126. See also Apple
N
Nalebuff, Barry, 165n 1; 168n 16, 17, 20; 174n 22
Napoleon Bonaparte, 142
National Semiconductor, 118–19
Nike, 110
statement of purpose, 84
nonprofits, 151
Nozick, Robert, 145, 146
Nussbaum, Martha, 139
O
Oliver, Mary, 146, 147
P
pharmaceutical industry
How Firms Differ: Firm Effects in Four Different Industries, 48
Piceu, Geoff, 82–83
Pinault, François, 76
Pixar, 123
Disney and, 123
IPO, 123
Jobs and, 123, 124, 126
strategy statement of, 105
Toy Story and, 123
Plutarch, 127
Polaroid, 129
Porter, Michael E., 2, 27-28, 50, 59–60, 159, 160, 161, 165n 1; 166n 3,4,5,6,7; 167n 12; 170n 36, 42
Productivity Frontier, 59–60, 168n 4
three generic strategies and, 154–55
“Portrait Project,” Harvard Business School, 146
PPR (Pinault Printemps Redoute), 75–76
Procter & Gamble, 84
profit frontier, 59–60, 60
best in class and, 60, 168n 16
purpose, 49–56
AmREIT, purpose as steering strategy, 85–87, 86, 87
articulation of, basic questions to answer, 99
BP’s definition of, 87
care and commitment to a business and, 50
CEO as “guardian of organizational purpose,” 143, 173n 17
choices that involve trade-offs and, 50–51, 67, 73–74, 103
clarity of, 83–84, 103
competitive advantage and, 4, 46–47
as core organizing principle, 52, 121
difference of business vs. others, 34, 56
differentiation and, 4, 39, 51–52, 85, 133
differentiation that matters and, 53, 54, 155
“does your company matter” question, 7, 40, 56, 103, 121, 127, 133
effective purposes, 49–52
elements of, 46
as ennobling, 49–50
evolution and change of, 121–22, 134
examples of good statements, 84
existentialism and, 137–38
firm effect and, 49
“going back to the core,” 69
Gucci and, 64–66
identifying, 11
identifying valuable firm resources and, 161–62
“identity-conferring commitments and,” 73
IKEA and, 45–46, 49, 53, 57
implementing, 57–78, 80, 80–81, 96 (see also strategy wheel)
importance of, 138
Ink for Less, 93
meaningful life and, 145–46
nonprofits and, 151
out of sync with industry forces problem, 121
putting a stake in the ground with, 50–51
refining and clarifying, 87–88
reinventing, 4
Sartre’s “possibility of choice” and, 137–38
serving an unmet need and, 47, 49
slogan that captures, 85, 87
staying with original, 4
strategy and clear statement of, 33
strategy wheel and, 73, 92, 96
success as result of a compelling purpose, 156
Theseus’s boat as metaphor for changing, 127, 130
value creation and, 52–55
vision or mission statement vs., 153
writing down, 81, 87, 99
R
Relative Industry Profitability: 1990–2010 graph, 26
Reynolds American, 47
RHR International, 142
Rilke, Rainer Maria, 174n 18
Rivkin, Jan W., 154, 160, 168n 19
Rockwell International, 118
Rukstad, Michael G., 170n 1
Ryanair, 47
S
Saporito, Thomas, 142, 157
Sartre, Jean-Paul, 137, 146
scarcity, role of, 74, 133
as “economic moat,” 74
Schumpeter, Joseph, 119, 127, 129, 135, 136, 138, 173n 5
Scott Paper, 25
Sculley, John, 115–16, 117
Sloan, Alfred, 129
soft drink industry
How Firms Differ: Firm Effects in Four Different Industries, 48
Sony, 126
Southwest Airlines, 47
strategy of, 31
Spindler, Michael, 117–18
Starbucks, 31
strategy of, 31
strategist, 3
adapting to change, 107, 110–11, 130, 131–32, 134, 139–40 (see also Jobs, Steve)
adapting to change, recommended reading, 162
building stategic skills, 81
companies that lack leaders as strategists, 147–48
corporate rebirth or renewal and, 140–41
daily decisions and, 11
“does your company matter” question, 7
economic factors to consider, 28–29
economic forces, predetermination of industry conditions as, 29–30, 36–37
economic forces, understanding of, 27–30
effect on lower tiers in company, 11
exercise, applying tools of strategy to one’s own business, 79–107, 170n 1
firm effect and, 47
four basic questions confronted by, 133–34
the future as concern of, 134
“identity-conferring commitments and,” 73
implementing strategic thinking, 80, 80
as key to company, 4
leadership and role of, 3–4, 5, 12–14, 133–48 (see also leadership)
lessons from Apple’s experience, 119–22
number-one job of setting an agenda and implementing strategy, 77
on-going role in implementation of strategy, 109
overconfidence and myth of the super-manager, 23–24, 35
power of realism and, 36–37
purpose and, 56, 78, 80–81
role to make a business matter, 56
Steve Jobs as, 110–31
test of strategic thinking, 15–22
“what does it take for the company to endure?” and, 111
strategy
Brighton Collectibles and, 88–92
change, not stasis, and, 129, 131–32
choices, unanticipated, 109
choices that involve trade-offs and, 50–51, 131, 167n 12
clear choices and, 103
clearly defined, 81–82
as a company’s campaign in the marketplace, 10
competitive advantage and, 47
confronting problems and, 103–4
costs of unclear strategies, 81–82
customer identification and, 88
defining moment, 24
as democratic process, 157
developing, duration of process, 157
developing, steps in, 156
differentiation and, 47
discovering where the company is now and, 65
“does your company matter” question and, 103
as duty of company leader, 2, 3, 5, 12 (see also strategist)
as dynamic, 13, 131–32
EOP program and, 4, 10–11
evolution and change, Apple and, 110–31
evolution and change in, 110–11
exercise, applying tools of strategy to one’s own business, 79–107, 170n 1
formulation vs. implementation, 3
frequency of review, 158
generic good practices and, 78
as group effort, 141–43
Gucci, De Sole, and, 57–78
Gucci’s and redefined purpose, 70–72
hallmarks of great strategies, 103
Ink for Less and, 93–95
intangibles as particularly valuable, 75
internal working steps of, 97
as job of specialists, 2–3, 13
as a journey not a destination, 13
management and, 76–77
Masco Corporation example, 16–22, 32–35
metrics (data) over intuition and, 66, 85–86, 95–97, 103, 142–43
mystery inherent in, 109–10
new perception of, 1, 2
Nussbaum’s “fragile integrity” and, 139
old view of: as long-run, sustainable competitive advantage, 47, 111, 129, 130
as organic, 4, 130
origins of word, 10
passion and, 103, 135
picking a winning playing field, 31 (see also industry forces)
Porter’s innovations, 2
Porter’s three generic, 154–55
positioning and, 47
purpose, clarity needed in, 4, 78, 103
purpose, reinventing and changing the company, 4, 64–66
purpose, starting with statement of, 83–88
recommended reading, 160–61
role of scarcity, 74, 133
serving an unmet need and, 47, 49
statement of, 97–102
stay the course or move away, 4, 131
Strategy and Added Value chart, 53, 168n 16
strategy wheel: Brighton Collectibles, 92
strategy wheel: Gucci, 73
SWOT model, 2, 152, 152
team support for, 141–43, 156, 157
as traditionally taught, 1–2
value creation and, 4, 49, 72–77, 73, 78, 88–91, 103, 130, 139, 155
as way of life, 144, 174n 18
World War I generals, 33
writing down, 81, 109 (see also strategy statement; strategy wheel)
strategy statement, 97–102
articulation of company’s purpose and, 99
Doctors Without Borders, 98–99
Economist magazine, 98
Four Seasons Resorts, 97–98, 99
Lance! Sports Group, 101–2
mistakes in creating, 105
as public document, 157–58
qualities of, 100–101, 101
strategy wheel, 92–93
Brighton Collectibles, 92
format, 91
Gucci, 73
implementing purpose and, 74
Ink for Less, 93–94, 106
as internal company document only, 158
Lance! Sports Group, 96, 107
purpose at center, 73
reality check for, 95–97
unique to specific business, 92
“Style Wars” (Time), 69
“Summer Day, The” (Oliver), 147
super-manager myth, 23–24, 29–30, 36
Apple and, 116–19
economic forces and, 27, 30–31
Masco Corporation and, 23–24, 33–38
Mengel Company and, 24–25
military equivalent, 33
why it lives on, 31–32
Stuart, H.W., 168n 16
suppliers
Apple and, 121
availability of substitute products, 28
computers, two suppliers dominate, 120
“does your business matter” question and, 56
furniture industry, 29
Gucci and, 67–68, 71, 73, 75
IKEA and, 42–43, 55
Ink for Less and, 94
Porter on, 27
power of, analyzing, 28
Strategy and Added Value chart, 53, 53
willingness to supply and value creation, 54, 54, 55
Swanson, Rick, 69
Swedberg, Richard, 135, 136, 173n 3, , 1615
SWOT (Strengths, Weaknesses, Opportunities, and Threats) model, 2, 152, 152
T
Taylor, H. Kerr, 85–87, 104, 140, 143
teams
AmREIT and implementing management strategies, 86, 143
analyzing industry and, 153
Gucci, rallying team to support purpose, 66, 142–43
on board with leader’s strategy, 62, 141–43
developing strategy and, 81, 156, 157
Theseus’s boat story, 127, 130, 139–40
Tilles, Seymour, 136–37
tobacco industry
average profitability of, 26
firm effect, 47
How Firms Differ: Firm Effects in Four Different Industries, 48
Tognazzini, Bruce, 115
Torekull, Bertil, 40
Toyota, 110
Twain, Mark, 100
U
United Paint and Chemical, 82–83
V
Valentine, Don, 111
value creation, 4, 49, 52–55
BMW and, 55
Brighton Collectibles and, 91, 92
De Sole and Gucci, 58
developing a system of, 88–91
Disney, 55
Gucci’s strategy and, 72–77, 73
how to do it, 55
IKEA and, 52, 55
Ink for Less and, 93–95
intangibles and, 75
as priority for a business, 155–56
purpose and linkage with, 96
“the secret sauce,” 90
Strategy and Added Value chart, 53, 168n 16
strategy and, 4, 49, 72–77, 73, 78, 88–91, 103, 130, 139, 155
strategy wheel and, 91, 91–93
unique to specific business, 92
Value Creation: Expanding the Pie, 54
Wal-Mart, 54
vision statement, 153
IKEA, 51–52
W
Wal-Mart, 74
value creation and, 54
Walton, Sam, 54
Welch, Jack, 30, 31, 36
Wilde, Oscar, 109
World War I, 33
Wozniak, Steve, 111, 112, 121–22
Y
Yoffie, David, vi, 168n 1, 3; 169n 10,12,18, 19, 34; 170–71n 1; 171n 22
Young, Laura, 88, 138
Z
Zen story (openness to new ideas), 134