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Summary
Summary
How is it that some companies are rewriting the rules of competition in their markets, setting wholly new standards of quality, innovation and customer service? What sets these companies apart? The answers can be found in this book from the same consulting firm that brought you business reengineering.
Reviews 2
Publisher's Weekly Review
Using data from CSC Index, a management consulting firm whose work spawned the bestseller Reengineering the Corporation, Treacy and Wiersema present their case on how corporations can become number one in their market. Their central thesis is that companies can't be all things to all people and therefore must concentrate on one of three areasoperational excellence (low prices), product leadership (the newest products) or customer intimacy (providing complete solutions to meet customers' business needs). Once a company chooses the area it wants to focus on, all systems in the company must serve that primary goal, although the authors stress that companies must remain at least adequate in the areas that they are downplaying. Treacy and Wiersema, both of whom are management consultants, provide short case studies on how three companiesAT&T Universal Card, Intel and Airborne Expressused this focusing technique to carve themselves a major share of business in their respective markets. Written with a minimum of management jargon, the work seems aimed primarily for executives at large companies, although small businesspeople could find relevant ideas here. $500,000 ad/promo; author tour. (Feb.) (c) Copyright PWxyz, LLC. All rights reserved
Library Journal Review
Consultants and business strategists Treacy and Wiersema provide the conceptual model for companies to attain and sustain market leadership. Their plan is simple: put unmatched value (best product, best total solution, or best total cost) in the marketplace while meeting threshold standards in other dimensions of value. Making the improvement of the chosen value to customers the focus of the entire company will result in corresponding shareholder value. The authors follow up their theory with practical guidelines for constructing an appropriate operational model, and offer many examples using well-known companies. A landmark work in market strategy that goes beyond TQM principles, this volume is essential for entrepreneurs and for public, academic, and corporate libraries.-Nancy Myers, Univ. of South Dakota Lib., Vermillion (c) Copyright 2010. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.
Table of Contents
| Acknowledgments | p. ix |
| Introduction | p. xi |
| 1 How to Fail in Business Without Even Trying | p. 1 |
| 2 The New Rules of Competition | p. 15 |
| 3 The Winner's Choice | p. 29 |
| 4 The Discipline of Operational Excellence | p. 47 |
| 5 One Company's Experience-At&t's Universal Card | p. 65 |
| 6 The Discipline of Product Leaders | p. 85 |
| 7 One Company's Experienceintel Corporation | p. 101 |
| 8 The Discipline of Customer Intimacy | p. 123 |
| 9 One Company's Experience- Airborne Express | p. 143 |
| 10 Setting Your Value Discipline Agenda | p. 163 |
| 11 Creating the Cult of the Customer | p. 177 |
| 12 Sustaining the Lead | p. 189 |
| Index | p. 205 |
