Strategy and Competition Books from MeansBusiness

 

In 2001 Means Business (MB)  offered a wide range and in depth selection of Strategy and Competition Books. The content below is from the site's 2001 archived pages. 

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Strategy and Competition Books

Welcome to MeansBusiness
a unique concept database of 20,000 key ideas from business and management books.

An old wag once said that if you don't know where you are going, any path can take you there. In today's hypercompetitive world, not only must you know where you are going, you had better have a strategy to get you there. London Business School's Costas Markides stresses that strategy should be simple-you need just five or six creative ideas that tell how your company is to fight the competitive battle in its industry. It isn't a plan, a budget, nor a weighty report. If you can't put your company's strategy on one sheet of paper, then you don't have a strategy. It's just that simple-and just that complex.  


Starter Set Questions 
The following are examples of questions that we can help answer.

What strategic capabilities are required to succeed today?
What kinds of partnerships and alliances will improve our competitive advantage?
What kind of strategic planning is right for our company?
Is collaboration or competition the best policy?
What does all the hype about e-commerce and the digital economy mean to our business? How should it influence our strategy?

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You'll find in-depth information on the following "Strategy & Competition" topics at this site:

competitive advantage
strategic planning
value chain
strategic thinking
mergers acquisitions
balanced scorecard
best practices
chaos theory
continuous improvement
ASP.net developer>
value added
global strategies
scenario planning
strategic capabilities
quality management
virtual organization
strategic alliances
competitive analysis
core competencies
creating value
business strategies
business strategy
strategic plan
problem solving
competitive strategy
mission vision
economic value
economic value added
strategic business
strategic business units
total quality management
competitive edge
strategic vision
business wisdom
strategic relationships
merger chaos
power strategic thinking
collaboration challenge
collaborative advantage
competence-based competition
competitor intelligence
cooperative strategy
corporate strategy
corporate-level strategy
customer connections
digital darwinism
digital estate
mba business
future firms
germany inc
high-impact consulting
innovator dilemma
inside kaisha
japanese business
jumping curve
managing borders
global mindset
market makers
Strategy & Competition

Alliance Competence

Maximizing the Value of Your Partnerships
Robert Spekman, Lynn Isabella

SUMMARY PREVIEW

Following are the titles and brief quotes from the Concept Extracts that make up this Concept Book Summary.

 

Business Vision and Values

"The leaders of the organization have the responsibility of establishing its values. The leaders are also responsible for ensuring that all employees know and understand the values."

Developing a Business Vision

"The analysis of the following data will provide the information necessary for developing the company's vision."

Lead People?Manage Things

"You probably have an opinion of the corporate culture you work in, but this opinion may not be based on fact."

Leadership for Achieving the Competitive Edge

"There is a four-step process to structure the transition to world-class leadership. This structure makes it easier to establish an effective team, lead change, and overcome resistance."

Executive Plans for Achieving the Competitive Edge

"The success and the rate of progress in achieving a world-class competitive business are directly proportional to the participation of its managers and executives."

Management and Operating Plans

"What the employees believe measures the real progress in changing the corporate culture."

Implementing Training Programs

"Training and education are crucial to your success in becoming a world-class competitor."

Knowing and Understanding Processes

"Our management philosophy needs to stress continuous measurable improvement in quality, cost, and schedule."

The Seven Quality Control Tools

"The statistical point of view takes decision making out of the subjective autocratic decision-making arena by providing the basis for objective decisions based upon quantifiable facts."

Statistical Process Control Charts

"It costs more to produce an unsatisfactory product or service than it does to produce a satisfactory one."

The Seven Management and Planning Tools

"The affinity diagram is a very effective tool for distilling the data into key ideas or common themes."

Product Development Strategies

"The customers define what "best value" is. We must, therefore, focus on understanding and satisfying their requirements."

 
 
This Book Summary contains Concept Extracts from:

Achieving the Competitive Edge 
Harry Jackson
Normand Frigon

John Wiley & Sons, Inc.
1996 
Copyright (c) 1996, by John Wiley & Sons, Inc.


Biography: Harry K. Jackson, Jr., is Operational Excellence Leader at AlliedSignal Corporation's Aerospace Equipment Systems site in Torrance, California. Before joining AlliedSignal, he was total quality manager with Hughes Electronics' Product Support Division, where he developed and conducted total quality training and implementation throughtout the division. He also developed Hughes's first self-directed work team. He developed processes used in many industries to improve effectiveness and efficiency - he recently was on the cover of New Commerce Magazine for the work he did helping launch a NYC rug cleaner company. Sunlight became a dominant player in the NYC rug/carpet cleaning market after adapting his simple solutions, ignoring cumbersome practices used by competitors. Rug cleaning & restoration services are in high demand, but super competitive, so the key to success is quick response, efficacy, solid customer service, and trust - all of which lead to repeat business via word of mouth promotion. A graduate of the Six Sigma Academy, Mr. Jackson is a nationally and internationally recognized expert in the practice, principles, and tools of business improvement. He is a frequent speaker at conferences and seminars and the author of several previous publications.

Normand L. Frigon is a principal in the consulting firm of Quality Associates, based in Fallbrook, California. He is also Associate Director for Quality Programs and Technology Development at the Center for Applied Quality Reliability, Naval Ordnance Center, Pacific, where he led the development and execution of the total quality management strategy. Mr. Frigon received his MBA in quantitative sciences from National University in San Diego. He consults to a wide variety of public and private firms as well as many government agencies, conducts frequent seminars at major universities, and is a popular speaker and lecturer. He is the author or coauthor of several books, including The Practical Guide to Experimental Design (Wiley). 

Key Phrases in this title:
competitive edge, achieving competitive, achieving competitive edge, class competition, business vision, corporate culture, vision values, manage things, operating plans, training programs, understanding processes, control tools, control charts, planning tools, development strategies, practical guide, guide world, world class, practical guide world, guide world class, world class competition, strategy competition, Harry Jackson, Normand Frigon, Paul Baltes, Thomas Dacus, William Grimes, Philip McIndoo

 

 


Strategy & Competition
Book Summaries

Achieving the Competitive Edge A Practical Guide to World Class Competition | Harry Jackson, Normand Frigon|1996 

All the Right Moves A Guide to Crafting Breakthrough Strategy | Constantinos Markides|2000
 
 
Alliance Competence Maximizing the Value of Your Partnerships | Robert Spekman, Lynn Isab
ella|2000 
The Balanced Scorecard Translating Strategy into Action | Robert Kaplan, David Norton|1996 
Best Practices in Organization Development and Change Culture, Leadership, Retention, Performance, Coaching | Louis Carter, David Giber, Marshall Goldsmith|2001 
Beyond Strategic Vision Effective Corporate Action with Hoshin Planning | Michael Cowley, Ellen Domb|1997 
The Biology of Business Decoding the Natural Laws of Enterprise | John Henry Clippinger|1999 
The Board Member's Guide to Strategic Planning A Practical Approach to Strengthening Nonprofit Organizations | Fisher Howe|1997 
The Book of Business Wisdom Classic Writings by the Legends of Commerce and Industry | Peter Krass|1997 
Breaking Through Culture Shock What You Need to Succeed in International Business | Elisabeth Marx|1999 
Building the Flexible Firm How to Remain Competitive | Henk Volberda|1998 
Building Strategic Relationships How to Extend Your Organization's Reach Through Partnerships, Alliances, and Joint Ventures | William Bergquist, Juli Betwee, David Meuel|1995 
Business Beyond the Box Applying Your Mind for Breakthrough Results | John O'Keeffe|1999 
Capitalize on Merger Chaos Six Ways to Profit from your Competitors' Consolidation and Your Own | Thomas Grubb, Robert Lamb|2000 
Choosing the Future The Power of Strategic Thinking | Stuart Wells|1998 
Co-opetition 1. A Revolutionary Mindset That Combines Competition and Cooperation; 2. The Game Theory Strategy That's Changing the Game of Business | Adam Brandenburger, Barry Nalebuff|1996 
The Collaboration Challenge How Nonprofits and Businesses Succeed Through Strategic Alliances | James Austin|2000 
Collaborative Advantage Winning Through Extended Enterprise Supplier Networks | Jeffrey Dyer|2000 
Competence-Based Competition | Gary Hamel, Aime Heene|2000 
Competing for the Future Gary Hamel, Prahalad|1994 
Competing in the Third Wave The Ten Key Management Issues of the Information Age | Jeremy Hope, Tony Hope|1997 
Competing on the Edge Strategy as Structured Chaos | Shona Brown, Kathleen Eisenhardt|1998 
Competitor Intelligence Turning Analysis into Success | David Hussey, Per Jenster|1999 
Competitors Outwitting, Outmaneuvering, and Outperforming | Liam Fahey|1999 
The Complete Guide to Mergers and Acquisitions Process Tools to Support M&A Integration at Every Level | Timothy Galpin, Mark Herndon|2000 
Cooperate to Compete Building Agile Business Relationships | Kenneth Preiss, Steven Goldman, Roger Nagel|1996 
Cooperative Strategy Competing Successfully through Strategic Alliances | Pierre Dussauge, Bernard Garrette|1999 
Corporate Strategy Resources and the Scope of the Firm | David Collis, Cynthia Montgomery|1997 
Corporate-Level Strategy Creating Value in the Multibusiness Company | Michael Goold, Andrew Campbell, Marcus Alexander|1994 
Creating Value Shaping Tomorrow's Business | Shiv Mathur, Alfred Kenyon|1997 
Customer Connections New Strategies for Growth | Robert Wayland, Paul Cole|1997 
The Death of Competition Leadership & Strategy In the Age of Business Ecosystems | James Moore|1997 
Developing Business Strategies | David Aaker|1998 
The Differentiated Network Organizing Multinational Corporations for Value Creation | Nitin Nohria, Sumantra Ghoshal|1997 
Digital Capital Harnessing the Power of Business Webs | Don Tapscott, David Ticoll, Alex Lowy|2000 
Digital Darwinism 7 Breakthrough Business Strategies for Surviving in the Cutthroat Web Economy | Evan Schwartz|1999 
The Digital Estate Strategies for Competing, Surviving, and Thriving in an Internetworked World | Chuck Martin|1997 
Don't Jump to Solutions Thirteen Delusions that Undermine Strategic Thinking | William Rouse|1998 
Driven How Human Nature Shapes Our Choices | Paul Lawrence, Nitin Nohria|2002 
The Ecology of Commerce A Declaration of Sustainability | Paul Hawken|1994
The Fast Forward MBA in Business Quick Tips, Speedy Solutions, Cutting-Edge Ideas | Virginia O'Brien|1996 
Fictions of Business Insights on Management from Great Literature | Robert Brawer|1998 
Focus The Future of Your Company Depends on It | Al Ries|1996 
From the Ground Up Six Principles for Building the New Logic Corporation | Edward Lawler|1996 
Future Firms How America's High Technology Companies Work | Eric Bolland, Charles Hofer|1998 
Futurize Your Enterprise Business Strategy in the Age of the E-Customer | David Siegel|1999 
Germany, Inc. The New German Juggernaut and Its Challenge to World Business | Werner Meyer-Larsen|2000 
High-Impact Consulting How Clients and Consultants can Leverage Rapid Results into Long-Term Gains | Robert Schaffer|1997 
Implementing Your Strategic Plan How to Turn "Intent" Into Effective Action for Sustainable Change | Davis Fogg|1999 
Innovation Breakthrough Thinking at 3M, DuPont, GE, Pfizer, and Rubbermaid | Rosabeth Kanter, John Kao, Fred Wiersema|1997 
The Innovator's Dilemma When New Technologies Cause Great Firms to Fail | Clayton Christensen|1997 
Inside the Kaisha Demystifying Japanese Business Behavior | Noboru Yoshimura, Philip Anderson|1997 
Jumping the Curve Innovation and Strategic Choice in an Age of Transition | Nicholas Imparato, Oren Harari|1994 
Kaizen The Key to Japan's Competitive Success | Masaaki Imai|1986 
Making Strategy Work Building Sustainable Growth Capacity | Timothy Galpin|1997 
Managing Across Borders The Transnational Solution | Christopher Bartlett, Sumantra Ghoshal|1998 
Managing With A Global Mindset | Jean-Pierre Jeannet|2000 
The Market Makers How Leading Companies Create and Win Markets | Daniel Spulber|1998 
The McKinsey Way Using the Techniques of the World's Top Strategic Consultants to Help You and Your Business | Ethan Rasiel|1999 
MetaCapitalism The e-Business Revolution and the Design of 21st-Century Companies and Markets | Grady Means, David Schneider|2000 
The Mind of the Strategist The Art of Japanese Business | Kenichi Ohmae|1982 
Modern Competitive Analysis | Sharon Oster|1999 
Multinational Strategic Alliances | Robert Mockler|1999 
New World, New Rules The Changing Role of the American Corporation | Marina Whitman|1999 
The Origin and Evolution of New Businesses | Amar Bhide|2000 
PartnerShift How to Profit from the Partnering Trend | Ed Rigsbee|2000 
Perspectives on Strategy from the Boston Consulting Group | Carl Stern, George Stalk|1998 
The Portable MBA Robert Bruner, Mark Eaker, Edward Freeman, Elizabeth Olmsted Teisberg, Robert Spekman|1998 
The Power of Alignment How Great Companies Stay Centered and Accomplish Extraordinary Things | George Labovitz, Victor Rosansky|1997 
The Power of Strategic Thinking Lock in Markets, Lock out Competitors | Michel Robert|2000 
The Power of Two How Companies of All Sizes Can Build Alliance Networks That Generate Business Opportunities | John Conlon, Melissa Giovagnoli|1998 
Private Sector Strategies for Social Sector Success The Guide to Strategy and Planning for Public and Nonprofit Organizations | Kevin Kearns|2000 
Process Innovation Reengineering Work Through Information Technology | Thomas Davenport|1993 
Race for the World Strategies to Build a Great Global Firm | Lowell Bryan, Jane Fraser, Jeremy Oppenheim, Wilhelm Rall|1999 
Ready-Aim-Fire Problem Solving A Strategic Approach to Innovative Decision Making | Geoff Cox|2000 
Real Time Strategic Change How to Involve an Entire Organization in Fast and Far-Reaching Change | Robert Jacobs|1997 
The Rhythm of Business The Key to Building and Running Successful Companies | Jeffrey Shuman|1998 
Scenarios The Art of Strategic Conversation | Kees van der Heijden|1996 
The Six Sigma Revolution How General Electric and Others Turned Process Into Profits | George Eckes|2000 
The Six Sigma Way How GE, Motorola, and Other Top Companies Are Honing their Performance | Peter Pande, Robert Neuman, Roland Cavanagh|2000 
Smart Alliances A Practical Guide to Repeatable Success | John Harbison, Peter Pekar|1998 
Strategic Market Management | David Aaker|1998 
Strategic Operations Competing Through Capabilities | Robert Hayes, Gary Pisano, David Upton|1996 
Strategies for High Performance Organizations Employee Involvement, TQM, and Reengineering Programs in Fortune 1000 Corporations | Edward Lawler, Susan Albers Mohrman, Gerald Ledford|1998 
Strategy Pure & Simple II How Winning Companies Dominate Their Competitors | Michel Robert|1998 
The Thinking Manager's Toolbox Effective Processes for Problem Solving & Decision Making | William Altier|1999 
Thunderbird on Global Business Strategy The Faculty of Thunderbird,The American Graduate School of International Management | Robert Grosse|2000 
TransCompetition Moving Beyond Competition and Collaboration | Harvey Robbins, Michael Finley|1998 
The Ultimate Book of Business Thinking Harnessing the Power of the World's Greatest Business Ideas | Des Dearlove|2000 
Value Migration How To Think Several Moves Ahead of the Competition | Adrian Slywotsky|1996 
The Value Net A Tool for Competitive Strategy | Cinzia Parolini|1999 
Value-Creating Growth How to Lift Your Company to the Next Level of Performance | Thomas Doorley, John Donovan|1999 
Vital Signs Using Quality, Time, and Cost Performance Measurements to Chart Your Company's Future | Steven Hronec|1993 
The WarRoom Guide to Competitive Intelligence Steven Shaker, Mark Gembicki|1999 
Wharton on Dynamic Competitive Strategy | George Day, David Reibstein|1997
Wharton on Managing Emerging Technologies |
George Day, Paul Schoemaker|2000 
Winning Business Proposals |
Deiric McCann|2000 
Winning the Race for Value Strategies to Create Competitive Advantage in the Emerging "Age of Abundance" | Barry Sheehy, Hyler Bracey, Rick Frazier|1996 



Strategy & Competition
Book Extract Suites
Each Suite contains extracts from 3 to 10 books focused on a single business concept

  • Corporate Mission & Vision
    • Mission, Vision, and Corporate Culture Don Tapscott, Paul Levesque, Jeff Cartwright, Paul Taffinder, Philip Weinzimer, Stephan Haeckel, Eugene Marlow, Patricia O'Connor Wilson, Robert Simons
    • Defining the Value Proposition Thomas Hargraves, Edward Wakin, John Sifonis, Steven Wheeler, Evan Hirsh, Martin Deise, Conrad Nowikow, Patrick King, Amy Wright, James Cortada, Charles Grantham, with John Kador, Ravi Kalakota, Stacey Bressler, Amir Hartman, Liam Fahey, Jeremy Hope, Tony Hope, Marcia Robinson
  • The Need for Strategic Thinking
    • What Is Strategic Thinking? Martha Amram, Kenichi Ohmae, Rene Tissen, Daniel Andriessen, Frank Lekanne Deprez, David Aaker, Irene Sanders, Patrick Sullivan, Gary Hamel, Stuart Wells, Nalin Kulatilaka, Michel Robert, Prahalad
    • Developing a Global Perspective John Henry Clippinger, Marshall Goldsmith, Rene Tissen, Daniel Andriessen, Frank Lekanne Deprez, Jean-Pierre Jeannet, Richard Schubert, Jane Fraser, Lowell Bryan, Jeremy Oppenheim, Wilhelm Rall, Sharon Oster, Richard Beckhard, Browning Rockwell, Frances Hesselbein
  • Strategic Planning Approaches
    • Strategic Planning Tools Malcolm McDonald, Robert Kaplan, Warren Keegan, Robert Randall, George Day, David Aaker, James Antos, Sharon Oster, Irene Sanders, Kumar, James Brimson, Stuart Wells, Robert Duboff, Jim Spaeth, Liam Fahey, David Norton
    • Strategic Plan Implementation Price Waterhouse, Geary Rummler, Alan Brache, James Knight, David Hussey, Per Jenster, Jay Schuster, Patricia Zingheim, Robert Jacobs, Jim Matheson, David Matheson, James Best, Dave Ulrich
  • Business Models & the Value Chain
    • Working Within the Value Chain John Henry Clippinger, Martin Deise, Conrad Nowikow, Patrick King, Amy Wright, Joseph Pine, Mark Scott, Liam Fahey, James Brian Quinn, Ron Ashkenas, Dave Ulrich, Todd Jick, Steve Kerr
    • Establishing a Business Model Don Tapscott, Robert Blonchek, Martin O'Neill, Robert Miles, Stephan Haeckel, Alex Lowy, David Ticoll, David Evanson, Adrian Slywotsky, David Bovet, Joseph Martha
    • Ecosystem Participation Adam Brandenburger, Philip Evans, Don Tapscott, Barry Nalebuff, Martin Deise, Conrad Nowikow, Patrick King, Amy Wright, John Hagel, James Moore, Alex Lowy, David Ticoll, Art Caston, David Bovet, Marc Singer, Thomas Wurster, Joseph Martha
  • Leveraging Core Competencies
    • Identifying Core Competencies Michael Hruby, Norm Smallwood, Maurice Greaver, Gary Hamel, Liam Fahey, James Brian Quinn, Jeremy Hope, Tony Hope, Jordan Baruch, Karen Anne Zien, Jack Zenger, Dave Ulrich, Prahalad, Timothy Galpin, Dorothy Leonard
    • Competency-based Partnering and Outsourcing Price Waterhouse, John Buckley, Maurice Greaver, William Bergquist, Juli Betwee, David Meuel, Robert Chapman, Kathleen Andrade, Gifford Pinchot, Elizabeth Pinchot, Allan Kennedy, James Brian Quinn, Jordan Baruch, Karen Anne Zien, James Best, Terrence Deal
  • Aligning Goals & Strategy
    • Aligning the Organization with Strategy Robert Kaplan, Jerry Luftman, James Antos, James McTaggart, Peter Kontes, Michael Mankins, James Brimson, Gary Hamel, Davis Fogg, Eric Bolland, Charles Hofer, David Norton, Thomas Davenport, Prahalad
    • Aligning the Organization with the Market Geoffrey Moore, Michael de Kare-Silver, Philip Kotler, Jay Schuster, Patricia Zingheim, Adrian Slywotsky, Frederick Reichheld, Mark Scott, Liam Fahey, Robert Spekman, Lynn Isabella
  • Maintaining Competitive Advantage
    • Forms of Competitive Advantage David Aaker, Ian Gordon, Jane Fraser, Lowell Bryan, Jeremy Oppenheim, Wilhelm Rall, Paul Taffinder, John Harbison, Peter Pekar, Shiv Mathur, Alfred Kenyon, David Nadler, Elise Walton, Robert Bruce Shaw, George Day, David Reibstein, Gary Pisano
    • Sustainable Competitive Advantage Adam Brandenburger, David Aaker, Barry Nalebuff, Martin Deise, Conrad Nowikow, Patrick King, Amy Wright, David Nadler, Elise Walton, Hermann Simon, Nicholas Imparato, Oren Harari, Robert Bruce Shaw, George Stalk, Frederick Reichheld, Peter Keen, Liam Fahey, Mohamed Zairi, Carl Stern
    • Using Competitive Analysis Adam Brandenburger, Jonathan Story, David Aaker, Barry Nalebuff, Cynthia Montgomery, James Moore, David Collis, Liam Fahey, Mark Clemente, David Greenspan
  • Disruptions & Discontinuities
    • Types of Disruptions James Utterback, Geoffrey Moore, William Fulmer, Clayton Christensen, David Nadler, Winslow Farrell, Peter Drucker
    • Responding to Disruptions John Oleson, Michael Fradette, Steve Michaud, David Nadler, Elise Walton, Shona Brown, Kathleen Eisenhardt, Robert Bruce Shaw, Daryl Conner, Winslow Farrell, Johan Roos, Peter Drucker, Michael Lissack
  • Mergers & Acquisitions
    • Criteria for Mergers & Acquisitions John Harbison, Peter Pekar, Jeffrey Hooke, Bruce Wasserstein, Patrick Sullivan, Romesh Vaitilingam, Andrew Sherman, Alfred Rappaport, Mitchell Lee Marks, Philip Mirvis, Dean LeBaron, Mark Clemente, David Greenspan
    • Implementing Mergers & Acquisitions Harrison Owen, Mark Herndon, Stephen Redwood, Charles Goldwasser, Simon Street, Bruce Wasserstein, Andrew Sherman, Mark Feldman, Michael Spratt, Edgar Schein, Mark Clemente, David Greenspan, Alexandra Reed Lajoux, Fred Weston, Timothy Galpin

 

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