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Enduring success : what top companies do differently / Frank Bailom, Kurt Matzler and Dieter Tschemernjak ; translated by Matthew Stevenson and Annette Joyce.

By: Bailom, Franz.
Contributor(s): Matzler, Kurt | Tschemernjak, Dieter.
Material type: TextTextPublisher: Basingstoke, Hampshire ; New York : Palgrave Macmillan, 2007Bibliography: Includes bibliographical references (p. 185-201) and index.Description: x, 204 p. : ill. ; 25 cm.ISBN: 0230550649 (alk. paper); 9780230550643 (alk. paper).Other title: What top companies do differently.Uniform titles: Was Top-Unternehmen anders machen. English Subject(s): Success in business | Industrial management | Executives -- Case studiesDDC classification: 658.4/09 Online resources: Contributor biographical information | Publisher description | Table of contents
Contents:
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 to 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, Lausanne -- Hans-Joachim Reck, Partner, Heidrick & Struggles, Germany.
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Item type Current library Collection Call number Status Date due Barcode
Two Weeks Davenport Library Circulating Collection Print-Circulating 658.409 B158 2007 (Browse shelf(Opens below)) Available 34284003349495

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 to 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, Lausanne -- Hans-Joachim Reck, Partner, Heidrick & Struggles, Germany.

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