Game-Changing Strategies: How to Create New Market Space in Established Industries by Breaking the Rules (J-B US non-Franchise Leadership)

Game-Changing Strategies: How to Create New Market Space in Established Industries by Breaking the Rules (J-B US non-Franchise Leadership)
Constantinos C. Markides | 2008-05-23 00:00:00 | Jossey-Bass | 256 | Industrial
Game-Changing Strategies explains the reasons behind this puzzle and presents practical ideas on how established firms could not only discover new radical business models but also grow them next to their existing business models. The challenge for established firms is not the discovery of a new business model?the real challenge is how to make two business models coexist. This book offers advice on how established firms can implement structures and processes that make the new business model less conflicting and more palatable to the existing business.
Reviews
Yes, you will get smarter by reading this book. Not because it gives you the answers to your questions straight out but because it makes you think of the answers. It gives you the tools.

I simply love this kind of books, I hate the 1+1=2 style .



If you don't like reflecting, this is not for you :-D

Enjoy!
Reviews
Readers of business books on innovation have all been victims of the hype of doing new things and doing things differently. Of course we all know that doing new things and finding new ways of doing things can be sources of considerable value, with payoffs that go far beyond increased efficiency and continuous improvement. But simply eulogizing the companies that have made it big with a new business model (the IKEAs, Body Shops, Entreprise Rent-a-Cars and Southwest Airlines of the world) against formidable established competitors, is eye-opening but somehow insufficient.



Business model innovation - how a company changes key parts of the value chain to create new space in an established industry - is the subject of Professor Markides' new book. Remarkably removed from the common hype Markides emphasizes:



1. That implementing the new business model is harder than inventing it.

2. For a start-up, business model innovation is more obvious and easier than for an established company.

3. There are more business model innovators who fail than succeed.

4. An established company that decides to run a new business model, has to simultaneously manage degrees of differentiation and integration, synergy and competition with the existing business model and different ways of managing these can be successful

5. Established firms have various strategic options when responding to disruptive competitors with new business models

6. Established firms should themselves be innovative in their business models



And much more. The book is partly based on the author's own research of a large sample of business model innovators and is full of well-known and not-so-well-known case-examples, all well-written and with business arguments clearly articulated.



Of course the author understands that innovation is impossible without creativity and he counterbalances his "Creativity is not enough" Chapter 3, with his Appendix B - "How to enhance corporate creativity".



All in all a fine business book.


Reviews
This book is an excellent wake up call for all market leaders that like to keep in control of their destiny. In a very comprehensable way Markide show the risks of complacency and how companies can stay or get ahead with their innovations.
Reviews
This book is excellent. It demystifies strategic innovation and explains, in clear and concise language, how established firms can discover and successfully adopt new business models without cannibalizing their existing businesses. The book is delicately balanced between academic research and practical advice, and the numerous case studies presented are extremely well researched and thought provoking. After "All The Right Moves" and "Fast Second", this is another masterpiece by Markides and confirms his status as a world class business strategy scholar and author.


Reviews
This book provides a thoughtful discussion about how large, incumbent firms can strategically innovate and simultaneously manage two business models to sustain competitive advantages over new entrants. Markides is one of the leading strategy scholars of our time and this new book is relevant for both practicing senior managers as well as those teaching strategy courses. There are many practical examples and a clear explanation of how to implement the ideas. A must read!

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Logistics & Supply Chain Management: creating value-adding networks (3rd Edition)

Logistics & Supply Chain Management: creating value-adding networks (3rd Edition)
Martin Christopher | 2005-02-24 00:00:00 | FT Press | 320 | Industrial

This classic text discusses the role of logistics in achieving corporate and financial goals. It has become the bible of the logistics sector and a frequently-adopted text at top business schools.

• A proven market leader.
• Guaranteed high price seller.
• Successful crossover into practitioner and academic markets.
• Essential reading for logistics/operations managers and increasingly, managing the chain of demand is a growing area within marketing.
• Written by a top author and consultant in the field.
• New chapters on logistics value, integrated logistics, network logistics.
• Updated case studies throughout, from full international range of industries and companies including Dell, Wal-mart (vs K-Mart), Zara, GE Capital, Li & Fung (Hong Kong), Hewett Packard, Dyson and Nokia.
• Enhanced by diagrams and chapter summaries.

Reviews
This book is easy to read, and easy to digest with interesting practical examples from business which illustrate supply chain theories


Reviews
I found this to be a great book at a great price. If you are looking for a comprehensive book on the subject of Supply Chain Logistics, then this is the one for you. Check it out!
Reviews
This book provides a very good overall review of basic Supply Chain functions, the linkage between them and some tactical precepts. The focus is higher level strategy. It helps the reader develop a fuller understanding of the discipline; it is an easy read and is well worth the time. Note that it does not focus heavily on any area; such as, materials management, distribution design, etc. Also, it does not guide you in developing a company strategy.
Reviews
Page 60: "20% of customers buying 20% of the products = 4% of all customer/product transactions"



There are some glaring errors here:



1. The general rule is, 20% of customers give you 80% of your business.

2. Christopher asserts that 20% of customers purchase 20% of your products, then it stands to reason that the other 80% of your customers give you the other 80%.

3. If these 20% of customers give 4% of all customer/product transactions, do the other 80% of your customers give 96%? Obviously not!



There are MORE errors.
Reviews
This book by Martin Christopher, is one of the better if not among the best books on supply chain management. Written by Professor Martin Christopher of the Cranfield School of Management, the book deals particularly with best practices in supply chain management in the current era of globalization. Responsiveness, reliability and relationships are the basis for successful logistics and supply chain management. Strategies like Just-In-Time (JIT), Lean and Agile thinking are reviewed, and last not least, there is a very solid chapter on supply chain risk, which is what interested me in particular. That chapter alone is worth buying the book.



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