The Boston Consulting Group on Strategy by Stern, Carl W. -- Read -- Imperial Library of Trantor

Index

Cover Contents Title Copyright Dedication Foreword Preface Acknowledgments Part One: The Nature of Business Strategy

Strategic and Natural Competition

Part Two: The Development of Business Strategy

Foundations

The Experience Curve Reviewed: History The Experience Curve Reviewed: Why Does It Work? The Experience Curve Reviewed: Price Stability The Pricing Paradox The Market-Share Paradox More Debt or None? The Rule of Three and Four The Product Portfolio The Real Objectives

Milestones

Life Cycle of the Industry Leader The Evils of Average Costing Specialization or the Full Product Line Stalemate: The Problem Business Environments Revolution on the Factory Floor Time—The Next Source of Competitive Advantage Competing on Capabilities: The New Rules of Corporate Strategy Strategy and the New Economics of Information Collaboration Rules

Part Three: The Practice of Business Strategy

The Customer: Segmentation and Value Creation

Segmentation and Strategy Strategic Sectors Specialization Specialization: Cost Reduction or Price Realization Segment-of-One® Marketing Discovering Your Customer Total Brand Management Pricing Myopia Trading Up Trading Down: Living Large on $150 a Day

Innovation and Growth

From the Insight Out Capitalizing on Anomalies Breaking Compromises A New Product Every Week? Lessons from Magazine Publishing Innovating for Cash Acquiring Your Future

Deconstruction of Value Chains

The New Vertical Integration The Deconstruction of Value Chains How Deconstruction Drives De-Averaging Thinking Strategically about E-Commerce From “Clicks and Mortar” to “Clicks and Bricks,” Thermidor: The Internet Revolution and After The Online Employee Richer Sourcing The Real Contest between America and China

Performance Measurement

Profit Center Ethics The Story of Joe (A Fable) Controlling for Growth in a Multidivision Business Making Performance Measurements Perform Economic Value Added New Directions in Value Management Workonomics

Resource Allocation

Cash Traps The Star of the Portfolio Anatomy of the Cash Cow The Corporate Portfolio Renaissance of the Portfolio Premium Conglomerates The End of the Public Company—As We Know It Advantage, Returns, and Growth—In That Order

Organizational Design

Profit Centers and Decentralized Management Unleash Intuition Network Organizations The Myth of the Horizontal Organization The Activist Center Shaping Up: The Delayered Look A Survivor’s Guide to Organization Redesign Leadership and Change

Why Change Is So Difficult Leadership How to Recognize the Need for Change Sustained Success Strategy and Learning Let Middle Managers Manage Jazz versus Symphony The Change Curve Leadership in a Time of Uncertainty Leading in Emotional Times The Forgotten Half of Change

Part Four: Business Thinking

Business Thinking Brinkmanship in Business Business Chess Probing Creative Analysis Make Decisions Like a Fighter Pilot The Seduction of Reductionist Thinking Choices, Again The Hardball Manifesto

Part Five: Social Commentary

Failure to Compete Inflation and Investment Return Conflicting Tax Objectives Dumping Adversaries or Partners? The Promise of Disease Management Making Sure Independent Doesn’t Mean Ignorant

Index