Thriving on Chaos: Handbook for a Management RevolutionThe national bestseller that offers prescriptions for an economic world turned upside down. A New York Times bestseller for eleven months. |
From inside the book
Page 52
... strategy for firms of all sizes Primary marketing tool ( source of quality , responsiveness , innovation ) , part of product design team from the start , short runs , flexibility , people supported by automation Heroes , relationship ...
... strategy for firms of all sizes Primary marketing tool ( source of quality , responsiveness , innovation ) , part of product design team from the start , short runs , flexibility , people supported by automation Heroes , relationship ...
Page 53
... strategy planning , driven by corporate staffs Must Become Small starts in autonomous and decentralized units the key , everyone's business , driven by desire to make small and customer- noticeable improvements People as prime source of ...
... strategy planning , driven by corporate staffs Must Become Small starts in autonomous and decentralized units the key , everyone's business , driven by desire to make small and customer- noticeable improvements People as prime source of ...
Page 63
... Strategic Planning Institute ( SPI ) , using their extensive PIMS ( Profit Impact of Market Strategy ) data base , * shows that return on investment in market segments of less than $ 100 million averages 27 percent , while the return in ...
... Strategic Planning Institute ( SPI ) , using their extensive PIMS ( Profit Impact of Market Strategy ) data base , * shows that return on investment in market segments of less than $ 100 million averages 27 percent , while the return in ...
Page 64
... strategies require very dif- ferent sorts of thinking . Market - share strategies [ emphasize ] adver- tising , promotion , pricing , and distribution . Customers are inter- ested primarily in price and availability . The supplier with ...
... strategies require very dif- ferent sorts of thinking . Market - share strategies [ emphasize ] adver- tising , promotion , pricing , and distribution . Customers are inter- ested primarily in price and availability . The supplier with ...
Page 67
... strategy can - and should - be shifted radically toward niche creation . DIFFERENTIATING " COMMODITIES " Anything - a first draft said " almost anything , " but I scrapped the " almost " -can be turned into a value - added product or ...
... strategy can - and should - be shifted radically toward niche creation . DIFFERENTIATING " COMMODITIES " Anything - a first draft said " almost anything , " but I scrapped the " almost " -can be turned into a value - added product or ...
Contents
Achieving Flexibility by Empowering People | 339 |
Involve Everyone in Everything | 341 |
A New View of Leadership at All Levels | 467 |
Building Systems for a World Turned Upside Down | 579 |
Measure Whats Important | 581 |
Strategic Planning | 609 |
Set Conservative Goals | 619 |
Demand Total Integrity | 627 |
Second Thoughts | 635 |
Appendix | 655 |
Acknowledgments | 667 |
Notes | 671 |
Index | 685 |
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Common terms and phrases
achieve American average become boss champions Chaparral competitive competitors corporate cost create distribution distributors Domino's Pizza emphasis employees engineers executive experience factory failure fast Federal Express firm's firms flexibility Ford Frito-Lay functions Hewlett-Packard idea important incentive industry innovation instance involvement Japan Japanese listening look machine major manufacturing McKesson measurement meeting ment Milliken million Nordstrom operations opportunity organization percent plant prescriptions problem Procter & Gamble product or service profitable quality improvement Regis McKenna responsiveness retailing revolution Roger Milliken salesperson sector semiconductor ServiceMaster skills small starts Soichiro Honda staff Stew Leonard's strategy success supervisors suppliers talk Tennant things tion turn U.S. Steel uniqueness United value-added vision word-of-mouth workers Worthington Worthington Industries