Enduring Success: What Top Companies Do Differently
Palgrave MacMillan, Sep 15, 2007 - Business & Economics - 204 pages
Why are some companies able to achieve success, even under difficult circumstances, whereas others struggle and face problems? The results of this large-scale study of over 1,100 companies in 10 countries and interviews with some of the most successful leaders are clear. Success does not depend so much on market characteristics or industry attractiveness. The company's fate is largely self-determined, it depends on a handful of features of the firm itself that are completely in the top-management's sphere of influence.
The book looks at the pillars of success of high-performing companies, and how they perform in areas such as innovativeness, market orientation, core competencies and leadership and entrepreneurship culture. Many examples from a wide variety of industries and interviews with top-managers, such us Peter Brabeck-Lethmathe, CEO Nestlé, René Obermann, CEO Deutsche Telekom, Markus Langes-Swarovski, Swarovski, give insights into the secrets of success of top-performers.
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In search of the secrets of success
The strategies of winners
What makes top performers different
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able achieve areas Australian wine basic requirements basis Bionorica Brabeck-Letmathe brand business model challenges commitment company's competitive advantages competitors core competences corporate culture corporate success cost customer requirements decisions discussion emotional employees example experience experience curve effects exploit Figure future game rules Hinterhuber ideas identify important increase individual industry internal intuition Jack Welch Kano Model knowledge lead leadership long-term low-cost airlines manufacturer market orientation market position market research market share marketing departments Matzler Mirow motorcycle necessary Nestle open innovation opportunities optimizers particular percent Peter Brabeck-Letmathe Peter Lorange possible potential Procter & Gamble products and services quantitative market research radical relationships resource-based view retailers senior executives significantly skills strategic success factors successful companies suppliers Swarovski take risks term things thinking top companies top management top performers wine