Market Driven Strategy: Processes for Creating Value
Now in its 21st printing, George S. Day's Market Driven Strategy first defined what it means to be "market- driven." Providing a foundation for Day's new companion volume The Market Driven Organization, this seminal work remains a vital resource for a generation of managers struggling to align their organizations to volatile markets. Contending that the rate of change in the market has clearly outstripped the speed at which a conventionally managed company can respond, Day makes a compelling case for first creating superior customer value, without which there can be no share-holder value. He presents a proven market-driven approach to formulating and implementing competitive strategy at the business-unit level -- "in the trenches" -- based upon materials that have been empirically tested and critiqued in more than 200 internal executive programs and strategic planning sessions at such companies as U.S. West, General Motors, Marriott, Kodak, and General Electric.
Day introduces the five critical, interdependent choices that managers must make to create a market-driven strategy. With dozens of examples from companies such as Otis Elevator, GE, H.J. Heinz, Ikea, Nestlé, Acuson, and 3M, he shows how forward-thinking companies select their markets, differentiate their products, choose their communication and distribution channels, decide on the scale and scope of their support activities, and select future areas for growth. Finally, Day persuasively documents the commitment to thinking and planning processes at these winning companies that harnesses the power of bottom-up understanding of customers and competitive realities with top-down vision and leadership.
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Managing in Turbulent Markets
Strategies for Competing
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achieve activities adaptive planning alternative analysis approach assumptions attractive attributes benefits Benetton brand business unit buyers C. K. Prahalad capital cash flows challenge channel chapter choice commitment compete competitive advantage competitors corporate costs coverage created decision direct distinct distribution distributors economies of scale entrants firms forecasts functional gain global strategy groups growth strategy Harvard Business Review IKEA improve industry innovation investment issues Kenichi Ohmae KSFs major management team manufacturing market segment market share market-driven ment Michael E Michael Porter objectives offer operating opportunities organization organizational overall percent performance personal computer positioning theme possible problems product line profit programs purchase requirements response result retailers risk sales force scale selling serve shareholder value shift skills sources Step strategic planning structure superior customer value suppliers target threat tion tive trends value chain Warren Buffett