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HOW ARCHITECTURE WINS TECHNOLOGY WARS

HARVARD BUSINESS REVIEW 1993年第2期71卷 86-96页

作者： MORRIS, CR FERGUSON, CH DEVONSHIRE PARTNERS CAMBRIDGEMA USA

Global comPetition is not just product versus product or company versus company. It is mind-set versus mind-set. Driven to understand the dynamics of competition, we have learned a lot about what makes one company more successful than another. But to find the root of comPetitiveness-to understand why some companies create new forms of competitive advantage while others watch and follow - we must look at strategic mind-sets. For many managers, ''being strategic'' means pursuing opportunities that fit the company's resources. This approach is not wrong, Gary Hamel and C.K. Prahalad contend, but it obscures an approach in which ''stretch'' supplements fit and being strategic means creating a chasm between ambition and resources. Toyota, CNN, British Airways, Sony, and others all displaced competitors with stronger reputations and deeper pockets. Their secret? In each case, the winner had greater ambition than its well-endowed rivals. Winners also find less resource-intensive WaYs of achieving their ambitious goals. This is where leverage complements the strategic allocation of resources. Managers at competitive companies can get a bigger bang for their buck in five basic ways: by concentrating resources around strategic goals;by accumulating resources more efficiently;by complementing one kind of resource with another;by conserving resources whenever they can;and by -covering resources from the marketplace as quickly as possible. As recent competitive battles hav, demonstrated, abundant resource, can't guarantee continued industry leadership. To contend with hungry rivals, managers must master the art of resource leverage and recognize that creating stretch - a gap between where a company is and where it wants to be - is the most important task they face.

关键词：计算机系统/经济学决策组织革新推广经济竞争工业/经济学工业/组织和管理模型组织管理组织改革规划技术生产线管理/经济学生产线管理/组织和管理美国

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LOYALTY-BASED MANAGEMENT

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HARVARD BUSINESS REVIEW 1993年第2期71卷 64-73页

作者： REICHHELD, FF BAIN & CO BOSTONMA USA

Despite a flurry of activities aimed at serving customers better, few companies have systematically revamped their operations with customer loyalty in mind. Instead, most have adopted improvement programs ad hoc, and paybacks haven't materialized. Building a highly loyal customer base must be integral to a company's basic business strategy. Loyalty leaders like MBNA credit cards are successful because they have designed their entire business systems around customer loyalty - a self-reinforcing system in which the company delivers superior value consistently and reinvents cash flows to find and keep high-quality customers and employees. The economic benefits of high customer loyalty are measurable. When a company consistently delivers superior value and wins customer loyalty, market share and revenues go up, and the cost of acquiring new customers goes down. The better economics mean the company can pay workers better, which sets off a whole chain of events. Increased pay boosts employee moral and commitment;as employees stay longer, their productivity goes up and training costs fall;employees' overall job satisfaction, combined with their experience, helps them serve customers better;and customers are then more inclined to stay loyal to the company. Finally, as the best customers and employees become part of the loyalty-based system, competitors are left to survive with less desirable customers and less talented employees. To compete on loyalty, a company must understand the relationships between customer retention and the other parts of the business - and be able to quantify the linkages between loyalty and profits. It involves rethinking and aligning four important aspects of the business: customers, product/service offering, employees, and measurement systems.

关键词：商业/经济学商业/人力商业/组织和管理用户满意/经济学费用效益分析雇员奖励计划/经济学组织文化人员的忠诚生产线管理/经济学生产线管理/组织和管理美国

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The Link Between Benchmarking and Shareholder Value

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Journal of Business Strategy 1992年第3期13卷 7-13页

作者： Schmidt, Jeffrey A. vice-president and director in the management consulting division of Towers Perrin in Chicago United States

Strategic performance can be linked to shareholder value by measuring the positive spread between a company's return on capital employed and the cost of capital. If managers see a significant performance gap in th... 详细信息

关键词：成本及成本分析/方法经济竞争工业/经济学工业/组织和管理工业/标准投资/经济学所有权/经济学规划技术生产线管理/经济学生产线管理/组织和管理生产线管理/标准质量控制研究设计美国

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The Art of Strategic Sales Alignment

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Journal of Business Strategy 1992年第6期13卷 41-47页

作者： Strelsin, Stephen C. Mlot, Susan President of Sibson & Co. an organizational effectiveness consulting firm. Based in the firm's Chicago office Consultant with Sibson. Based in the firm's Chicago office

As companies move through the stages of their corporate life cycle, many fail to adjust their sales model to meet new business requirements. This article illustrates that problem with a case study of a major telecommu... 详细信息

关键词：预算/组织和管理商业/经济学商业/组织和管理决策组织工业/经济学工业/组织和管理卫生服务使用研究组织目标规划技术生产线管理/经济学生产线管理/组织和管理美国

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Targeting a Company's Real Core Competencies

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Journal of Business Strategy 1992年第6期13卷 26-32页

作者： Snyder, Amy V. Ebeling, H. William Senior manager at Braxton Associates Boston MA. Braxton a division of Deloitle Touche Tohmatsu International is a management consulting firm specializing in strategic planning and strategy‐related issues Founding partner at Braxton Associates Boston MA

By recognizing its core competencies, a company can clearly define organizational boundaries and focus resources for maximum advantage. The authors outline an approach for identifying those competencies that can provi... 详细信息

关键词：工业/组织和管理卫生服务使用研究模型组织管理运筹学组织文化规划技术生产线管理/组织和管理质量控制美国

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Plan for revenue production in nutrition care at banning memorial hospital: A case study

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Journal of Hospital Marketing 1992年第2期6卷 37-83页

作者： Oumlil, A. Ben Rao, C.P. University of Dayton United States University of Arkansas United States

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Exposing Four Myths of Strategic Planning

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Journal of Business Strategy 1990年第5期11卷 23-28页

作者： Hiam, Alexander Massachusetts based consulting firm specializes in strategy and planning United States

Some assumptions of planners are no longer valid, and the tools they use to formulate strategy may need updating. The author investigates those assumptions and suggests a few techniques to supplement a planner's t... 详细信息

关键词：商业/组织和管理管理信息系统神话规划技术生产线管理/组织和管理美国

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Quality as a Strategic Weapon

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Journal of Business Strategy 1992年第5期13卷 3-9页

作者： Raynor, Michael E. Communications director and a consultant with Tennessee Associates International TAI Limited Mississauga Ontario the Canadian subsidiary of TAI a worldwide management consulting firm headquartered in Maryville Tennessee

Motorola, Northern Telecom, Federal Express, and Cintas have reaped the benefits of implementing quality-oriented strategies. While other forms of competitive advantage are either short-lived or can be quickly duplica... 详细信息

关键词：经济竞争工业/经济学工业/组织和管理工业/标准部门间关系组织目标规划技术生产线管理/经济学生产线管理/组织和管理生产线管理/标准质量保证卫生保健/经济学质量保证卫生保健/组织和管理质量控制美国

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USING STRATEGIC-PLANNING TO DRIVE STRATEGIC CHANGE

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LONG RANGE PLANNING 1992年第1期25卷 100-108页

作者： GRUNDY, T KING, D CRANFIELD CTR STRATEG MANAGEMENT & ORG CHANGE CRANFIELDENGLAND

This article describes a case history of strategic planning, learning and change within a major division of Dowty plc. At Dowty CASE, a telecommunications company, the management team used strategic planning as a structured learning process to generate strategic change. There are many lessons which academics and practitioners alike can learn from this case of strategic planning and change in action.

关键词：行政管理人员商业/组织和管理决策组织经济竞争/标准大不列颠领导学习组织文化组织改革规划技术生产线管理/组织和管理电信

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JOINT-VENTURES AS STRATEGIC CHOICE - A LITERATURE-REVIEW

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LONG RANGE PLANNING 1991年第4期24卷 130-144页

作者： LYONS, MP

The concept of 'strategic options' has become firmly established in recent years--this regards choices such as 'organic growth', acquisition, merger, and so on. This paper explores one such route forward, the option of joint-ventures. The examination is undertaken within a framework that considers market structures and the pressures for change. Initial sections introduce a form of analysis based upon the work of Michael Porter. This is used to suggest how and why joint-ventures and other alliances are attractive. Later discussion considers some of the practical considerations when setting-up a joint-venture.

关键词：决策组织经济竞争卫生设施合并/组织和管理医院-医师联合医疗协议/组织和管理工业/组织和管理模型理论组织隶属关系/经济学组织目标规划技术生产线管理/组织和管理美国

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