THE BOSTON CONSULTING GROUP ON STRATEGY（波士顿咨询集团战略） mobi 下载 网盘 caj lrf pdf txt 阿里云

For more than forty years, The Boston C***ulting Group has been shaping strategic thinking in business. The Boston C***ulting Group on Strategy offers a broad and up-to-date selection of the firm's best ideas on strategy with fresh ideas, insights, and practical less*** for managers, executives, and entrepreneurs in every industry. Here's a sampling of the provocative thinking you'll find inside:

"You have to be the scientist of your own life and be astonished four times:at what is, what always has been, what once was, and what could be."

"The majority of products in most companies are cash traps . . . .[They] are not only worthless, but a perpetual drain on corporate resources."

"Use more debt than your competition or get out of the business."

"When information flows freely, reputation, more than reciprocity,becomes the basis for trust."

"As a strategic weapon, time is the equivalent of money, productivity,quality, even innovation."

"When brands become business systems, brand management becomes far too important to leave to the marketing department."

"The winning ***anization of the future will look more like a collection ofjazz ensembles than a symphony orchestra."

"Most of our ***anizati*** today derive from a model whose original purpose was to control creativity."

"Rather than being an obstacle, uncertainty is the very engine of transformation in a business, a continuous source of new opportunities."

"IP assets lack clear property lines. Every bit of intellectual property you can own comes with connecti*** to other valuable innovati***."

Foreword

Preface　

Acknowledgments

PART ONE: The Nature of Business Strategy

　Strategic and Natural Competition, Bruce DHenderson, 1980

PART TWO: The Development of Business Strategy

Foundati***

　The Experience Curve Reviewed: History, Bruce DHenderson, 1973

　The Experience Curve Reviewed: Why Does It Work? Bruce DHenderson, 1974

　The Experience Curve Reviewed: Price Stability, Bruce DHenderson, 1974

　The Pricing Paradox, Bruce DHenderson, 1970

　The Market-Share Paradox, Bruce DHenderson, 1970

More Debt or None? Bruce DHenderson, 1972

　The Rule of Three and Four, Bruce DHenderson, 1976

　The Product Portfolio, Bruce DHenderson, 1970

　The Real Objectives, Bruce DHenderson, 1976

Milestones

　Life Cycle of the Industry Leader, Bruce DHenderson, 1972

　The Evils of Average Costing, Richard KLochridge, 1975

　Specialization or the Full Product Line, Michael CGoold, 1979

　Stalemate: The Problem, John SClarkeson, 1984

　Business Environments, Richard KLochridge, 1981

　Revolution on the Factory Floor, Thomas MHout and Ge***e Stalk Jr., 1982

　Time—The Next Source of Competitive Advantage, Ge***e Stalk Jr., 1988

　Competing on Capabilities: The New Rules of Corporate Strategy, Ge***e Stalk Jr., Philip BEvans, and Lawrence EShulman, 1992

　Strategy and the New Economics of Information, Philip BEvans and Thomas SWurster, 1997

　Collaboration Rules, Philip Evans and Bob Wolf, 2005

PART THREE: The Practice of Business Strategy

　The Customer: Segmentation and Value Creation

　Segmentation and Strategy, Seymour Tilles, 1974

　Strategic Sectors, Bruce DHenderson, 1975

　Specialization, Richard KLochridge, 1981

　Specialization: Cost Reduction or Price Realization, Anthony JHabgood, 1981

　Segment-of-One® Marketing, Richard Winger and David Edelman, 1989

　Discovering Your Customer, Michael JSilverstein and Philip Siegel, 1991

　Total Brand Management, David CEdelman and Michael JSilverstein, 1993

　Pricing Myopia, Philippe Morel, Ge***e Stalk Jr., Peter Stanger, and Peter Wetenhall, 2003

　Trading Up, Michael JSilverstein and Neil Fiske, 2003 and 2005

　Trading Down: Living Large on $150 a Day, Lucy Brady and Michael JSilverstein, 2005

Innovation and Growth

　From the Insight Out, Michael JSilverstein, 1995

　Capitalizing on Anomalies, Lawrence EShulman, 1997

　Breaking Compromises, Ge***e Stalk Jr., David KPecaut, and Benjamin Burnett, 1997

　A New Product Every Week? Less*** from Magazine Publishing, Gary Reiner and Shikhar Ghosh, 1988

　Innovating for Cash, James PAndrew and Harold LSirkin, 2003

　Acquiring Your Future, Mark Blaxill and Kevin Rivette, 2004

Dec***truction of Value Chains

Performance Measurement

Resource Allocation

Organizational Design

Leadership and Change

PART FOUR Business Thinking

PART FIVE Social Commentary

Index

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Perspectives helped many people understand for the first time that:

-Being number one or two in a business is necessity.

-The prevailing management practices in diversified companies had to be scrapped and replaced with real portfolio management.

-Japan's competitive strength came from strategic intent as much as from macroeconomics or culture.

-Beating the competition is more important than beating the last quarter.

-Cash flow is pivotal in determining a business's real rate of return.

-Regulation can have a devastating effect on market mechanism.

编辑推荐

作者简介：

　　Carl W. Stern has been with BCG for thirty-two years. He was the CEO of BCG from 1997 to 2003 and presently serves as co-chairman of the board. He holds an MBA from Stanford Business School.

书籍介绍

《波士顿战略观点》汇集了波士顿咨询公司对全球各行业先进战略管理经验的研究成果，记录了波士顿公司在这一领域做出的许多重要贡献。它就像一部电影，反映了波士顿咨询公司关于公司战略思维的演变轨迹。书中讨论的各种问题和实例正是中国企业面临的情况和挑战，对我国许多企业家和管理人员思考企业的长远发展将提供有益的启迪。

A collection of the best strategic thinking from the Boston C***ulting Group one of the most prestigious and innovative management c***ulting firms in the world.

For the past forty-two years, The Boston C***ulting Group has been shaping the way business is done the world over. This book, a compilation of seventy-five of BCG's most influential articles and thought pieces, is an indispensable source of fresh ideas, insights, and practical less*** for managers, executives, and entrepreneurs in every industry. Key topics covered include market segmentation, performance measurement, resource allocation, and ***anizational design. New articles for the second edition include Ge***e Stalk on hardball, Michael Silverstein on trading up, and Philip Evans on networks.

The Boston C***ulting Group on Strategy is essential reading for senior managers, executives, entrepreneurs, and students of strategy and business.

强力推荐：中文版《波士顿战略观点》火热***