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001			14898923
003			BD-DhUL
005			20170125123834.0
008			070621s1942 ii b 001 0deng d
010			_a 2007025504
040			_aDLC _cDLC _dDLC _dBD-DhUL
041	1		_aeng _hger
042			_apcc
050	0	0	_aHF5386 _b.B2276 2007
082	0	0	_a650.19 _2 _bSHE
100	1		_aA. Shamsher Ali
245	1	0	_aEnduring success / _b _cA. Shamsher Ali
260			_aCalcutta : _bInsurance World Office, _c1942.
300			_a231 p. ; _b _c18 cm.
504			_aIncludes bibliographical references (p. 185-201) and index.
505	0		_aIn search of the secrets of success -- The customer-value competition is pushing many companies to the limit of their possibilities -- Changing market dynamics: the profitability of many companies is increasingly at risk -- Key strategic challenges as seen by decision-makers -- Success of the optimisers in the customer-value competition -- Summary conclusions to phase 1 -- Unanswered questions -- The IMP model: the strategies of winners -- The IMP model -- The result: explaining 50 per cent of corporate success is a lot, but at the same time not to much -- Core findings -- What makes top performers different? -- What makes top performers different? -- Top performers never settle for today's success -- The most senior executives are themselves the innovation drivers in the company -- Top performers succeed in combining forward-looking market knowledge with sustained competence management -- Top performers show an impressive understanding of innovation -- Top performers rely more on uniqueness than on market share -- Top performers put strong emphasis on culture development -- Market orientation: understanding markets, shaping the future -- Sourcing market knowledge: the new sources of innovation -- From simple to complex markets: understanding the rules of the game -- The new role of market research -- The sales determine the course, not the wind -- The market-based view versus the resource-based view -- The sources of core competences -- Managing core competences -- Corporate culture: the latent potential -- Values and identity as a basis for commitment -- The entrepreneurship culture -- Innovation: improving existing things, creating new things -- Delighting customers with something new -- Cost competition: redesigning processes -- Gearing processes towards the customer -- Developing new business models -- Top management: the architects of success -- Leadership, innovation and change -- The ability to be lucky -- What do top companies do differently? -- The insights of great leaders -- Peter Brabeck-Letmathe, Chairman and CEO, Nestl' SA -- Markus Langes-Swarovski, Member of the Executive board, Swarovski -- Prof Dr Michael Popp and Dr Uwe Baumann, Bionorica AG -- Stefan Pierer, CEO, KTM Sportmotorcycle AG -- Ren Obermann, CEO, Deutsche Telekom -- Michael Mirow, former head of strategic planning, Siemens AG -- Peter Lorange, President of IMD Business School -- Hans-Joachim Reck, Partner, Heidrick & Struggles, Germany -- Bibliography -- Notes.
650		0	_aSuccess in business.
650		0	_aIndustrial management.
650		0	_aExecutives _vCase studies.
906			_a7 _bcbc _corignew _d1 _eecip _f20 _gy-gencatlg
942			_2ddc _cBK
999			_c155048 _d155048