Value Migration: How to Think Several Moves Ahead of the Competition

Front Cover
Harvard Business School Press, 1996 - Business & Economics - 327 pages
3 Reviews
Value Migration identifies for the first time a dramatic shift in the business landscape: new, aggressive, and successful companies have taken on the giants - and are winning. Companies like Microsoft, Nucor, Starbucks, and Southwest Air have captured growth in revenue, profits, and market value from previously dominant competitors like IBM, U.S. Steel, General Foods, and United Airlines.
How have they done it? Not with new products or innovative technology, but with superior business designs. These upstarts, and some nimble incumbents like Merck, have each created a business design - how they select customers, differentiate their offerings, configure their resources, go to market, and capture value - based on a strategic understanding of their customers' highest priorities.
Slywotzky charts the path of Value Migration from obsolete to new business designs and identifies seven patterns of Value Migration that every manager should know. He demonstrates the step-by-step process by which you can evaluate your own company's situation. He reveals the specific strategic tools you can use in any company in any industry to anticipate customer changes and then design a business that will capitalize on the inevitable migration of value.

What people are saying - Write a review

We haven't found any reviews in the usual places.

References to this book

All Book Search results »

About the author (1996)

Adrian J. Slywotzky is a vice president and founding partner of Corporate Decisions, Inc. (CDI), an international strategy consulting firm that focuses on the creation of profitable growth for clients.

Bibliographic information