Enduring success: what top companies do differently
Gespeichert in:
| Hauptverfasser: | , , |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Basingstoke [England]
Palgrave Macmillan
2007
|
| Schlagworte: | |
| Beschreibung: | Includes bibliographical references (p. 185-201) and index In search of the secrets of success -- The customer-value competition is pushing many companies to the limit of their possibilities: Changing market dynamics : the profitability of many companies is increasingly at risk ; Success of the optimisers in the customer-value competition ; The innovators' success in the customer-value competition ; Summary conclusions to phase 1 -- The IMP model : the strategies of winners: The IMP model ; The result : explaining 50 per cent of corporate success is a lot, but at the same time not much ; Core findings -- - What makes top performers different?: Top performers never settle for today's success ; The most senior executives are themselves the innovation drivers in the company ; Top performers succeed in combining forward-looking market knowledge with sustained competence management ; Top performers show an impressive understanding of innovation ; Top performers rely more on uniqueness than on market share ; Top performers put strong emphasis on culture development -- Market orientation : understanding markets, shaping the future: Sourcing market knowledge : the new sources of innovation ; From simple to complex markets: understanding the rules of the game ; The new role of market research -- The sales determine the course, not the wind: The market-based view versus the resource-based view ; The sources of core competences ; Managing core competences -- Corporate culture : the latent potential: Values and identity as a basis for commitment ; The entrepreneurship culture -- - Innovation : improving existing things, creating new things: Delighting customers with something new ; Cost competition : redesigning processes ; Gearing processes towards the customer ; Developing new business models -- Top management : the architects of success: Leadership, innovation, and change ; The ability to be lucky -- What do top companies do differently? -- The insights of great leaders: Peter Brabeck-Letmathe, chairman and CEO, Nestlé SA, Vevey, Switzerland ; Markus Langes-Swarovski, member of the executive board, Swarovski ; Prof. Dr. Michael Popp and Dr. Uwe Baumann, Bionorica AG ; Stefan Pierer, CEO, KTM sportmotorcycle AG ; René Obermann, CEO, Deutsche Telekom ; Prof. Dr. Michael Mirow, former head of strategic planning, Siemens AG ; Peter Lorange, President of IMD Business School ; Hans-Joachim Reck, partner, Heidrick & Struggles, Germany -- Bibliography -- Notes |
| Beschreibung: | 1 Online-Ressource (x, 204 p.) 25 cm |
| ISBN: | 0230550649 9780230550643 9780230287044 |
Internformat
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| 245 | 1 | 0 | |a Enduring success |b what top companies do differently |c Frank Bailom, Kurt Matzler and Dieter Tschemernjak ; translated by Matthew Stevenson and Annette Joyce |
| 246 | 1 | 3 | |a What top companies do differently |
| 264 | 1 | |a Basingstoke [England] |b Palgrave Macmillan |c 2007 | |
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| 338 | |b cr |2 rdacarrier | ||
| 500 | |a Includes bibliographical references (p. 185-201) and index | ||
| 500 | |a In search of the secrets of success -- The customer-value competition is pushing many companies to the limit of their possibilities: Changing market dynamics : the profitability of many companies is increasingly at risk ; Success of the optimisers in the customer-value competition ; The innovators' success in the customer-value competition ; Summary conclusions to phase 1 -- The IMP model : the strategies of winners: The IMP model ; The result : explaining 50 per cent of corporate success is a lot, but at the same time not much ; Core findings -- | ||
| 500 | |a - What makes top performers different?: Top performers never settle for today's success ; The most senior executives are themselves the innovation drivers in the company ; Top performers succeed in combining forward-looking market knowledge with sustained competence management ; Top performers show an impressive understanding of innovation ; Top performers rely more on uniqueness than on market share ; Top performers put strong emphasis on culture development -- Market orientation : understanding markets, shaping the future: Sourcing market knowledge : the new sources of innovation ; From simple to complex markets: understanding the rules of the game ; The new role of market research -- The sales determine the course, not the wind: The market-based view versus the resource-based view ; The sources of core competences ; Managing core competences -- Corporate culture : the latent potential: Values and identity as a basis for commitment ; The entrepreneurship culture -- | ||
| 500 | |a - Innovation : improving existing things, creating new things: Delighting customers with something new ; Cost competition : redesigning processes ; Gearing processes towards the customer ; Developing new business models -- Top management : the architects of success: Leadership, innovation, and change ; The ability to be lucky -- What do top companies do differently? -- The insights of great leaders: Peter Brabeck-Letmathe, chairman and CEO, Nestlé SA, Vevey, Switzerland ; Markus Langes-Swarovski, member of the executive board, Swarovski ; Prof. Dr. Michael Popp and Dr. Uwe Baumann, Bionorica AG ; Stefan Pierer, CEO, KTM sportmotorcycle AG ; René Obermann, CEO, Deutsche Telekom ; Prof. Dr. Michael Mirow, former head of strategic planning, Siemens AG ; Peter Lorange, President of IMD Business School ; Hans-Joachim Reck, partner, Heidrick & Struggles, Germany -- Bibliography -- Notes | ||
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Datensatz im Suchindex
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| author | Bailom, Franz Matzler, Kurt 1969- Tschemernjak, Dieter |
| author_GND | (DE-588)171688104 (DE-588)171591097 (DE-588)171688112 |
| author_facet | Bailom, Franz Matzler, Kurt 1969- Tschemernjak, Dieter |
| author_role | aut aut aut |
| author_sort | Bailom, Franz |
| author_variant | f b fb k m km d t dt |
| building | Verbundindex |
| bvnumber | BV040077579 |
| collection | ZDB-38-EBR |
| ctrlnum | (OCoLC)873905327 (DE-599)BVBBV040077579 |
| format | Electronic eBook |
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| illustrated | Not Illustrated |
| indexdate | 2024-07-10T00:16:44Z |
| institution | BVB |
| isbn | 0230550649 9780230550643 9780230287044 |
| language | English |
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| spelling | Bailom, Franz Verfasser (DE-588)171688104 aut Was Top-Unternehmen anders machen Enduring success what top companies do differently Frank Bailom, Kurt Matzler and Dieter Tschemernjak ; translated by Matthew Stevenson and Annette Joyce What top companies do differently Basingstoke [England] Palgrave Macmillan 2007 1 Online-Ressource (x, 204 p.) 25 cm txt rdacontent c rdamedia cr rdacarrier Includes bibliographical references (p. 185-201) and index In search of the secrets of success -- The customer-value competition is pushing many companies to the limit of their possibilities: Changing market dynamics : the profitability of many companies is increasingly at risk ; Success of the optimisers in the customer-value competition ; The innovators' success in the customer-value competition ; Summary conclusions to phase 1 -- The IMP model : the strategies of winners: The IMP model ; The result : explaining 50 per cent of corporate success is a lot, but at the same time not much ; Core findings -- - What makes top performers different?: Top performers never settle for today's success ; The most senior executives are themselves the innovation drivers in the company ; Top performers succeed in combining forward-looking market knowledge with sustained competence management ; Top performers show an impressive understanding of innovation ; Top performers rely more on uniqueness than on market share ; Top performers put strong emphasis on culture development -- Market orientation : understanding markets, shaping the future: Sourcing market knowledge : the new sources of innovation ; From simple to complex markets: understanding the rules of the game ; The new role of market research -- The sales determine the course, not the wind: The market-based view versus the resource-based view ; The sources of core competences ; Managing core competences -- Corporate culture : the latent potential: Values and identity as a basis for commitment ; The entrepreneurship culture -- - Innovation : improving existing things, creating new things: Delighting customers with something new ; Cost competition : redesigning processes ; Gearing processes towards the customer ; Developing new business models -- Top management : the architects of success: Leadership, innovation, and change ; The ability to be lucky -- What do top companies do differently? -- The insights of great leaders: Peter Brabeck-Letmathe, chairman and CEO, Nestlé SA, Vevey, Switzerland ; Markus Langes-Swarovski, member of the executive board, Swarovski ; Prof. Dr. Michael Popp and Dr. Uwe Baumann, Bionorica AG ; Stefan Pierer, CEO, KTM sportmotorcycle AG ; René Obermann, CEO, Deutsche Telekom ; Prof. Dr. Michael Mirow, former head of strategic planning, Siemens AG ; Peter Lorange, President of IMD Business School ; Hans-Joachim Reck, partner, Heidrick & Struggles, Germany -- Bibliography -- Notes Online-Ausgabe Palo Alto, Calif. ebrary605 L Online-Ausgabe Success in business Industrial management Executives / Case studies (DE-588)4522595-3 Fallstudiensammlung gnd-content Matzler, Kurt 1969- Verfasser (DE-588)171591097 aut Tschemernjak, Dieter Verfasser (DE-588)171688112 aut Reproduktion von Bailom, Franz Enduring success 2007 |
| spellingShingle | Bailom, Franz Matzler, Kurt 1969- Tschemernjak, Dieter Enduring success what top companies do differently Success in business Industrial management Executives / Case studies |
| subject_GND | (DE-588)4522595-3 |
| title | Enduring success what top companies do differently |
| title_alt | Was Top-Unternehmen anders machen What top companies do differently |
| title_auth | Enduring success what top companies do differently |
| title_exact_search | Enduring success what top companies do differently |
| title_full | Enduring success what top companies do differently Frank Bailom, Kurt Matzler and Dieter Tschemernjak ; translated by Matthew Stevenson and Annette Joyce |
| title_fullStr | Enduring success what top companies do differently Frank Bailom, Kurt Matzler and Dieter Tschemernjak ; translated by Matthew Stevenson and Annette Joyce |
| title_full_unstemmed | Enduring success what top companies do differently Frank Bailom, Kurt Matzler and Dieter Tschemernjak ; translated by Matthew Stevenson and Annette Joyce |
| title_short | Enduring success |
| title_sort | enduring success what top companies do differently |
| title_sub | what top companies do differently |
| topic | Success in business Industrial management Executives / Case studies |
| topic_facet | Success in business Industrial management Executives / Case studies Fallstudiensammlung |
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