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eBook Market Driven Strategy: Processes for Creating Value ePub

eBook Market Driven Strategy: Processes for Creating Value ePub

by George S. Day

  • ISBN: 0029072115
  • Category: Marketing and Sales
  • Subcategory: Perfomance and Work
  • Author: George S. Day
  • Language: English
  • Publisher: Free Press (September 1, 1990)
  • Pages: 405
  • ePub book: 1330 kb
  • Fb2 book: 1861 kb
  • Other: azw mobi mbr lrf
  • Rating: 4.1
  • Votes: 133

Description

George S. Day's book originally appeared a decade ago, but it reappears now with a theme that has since become a management . Overall the book does a good job of detailing the strategy process for a market driven economy. All relevant aspects are covered in adequate depth

George S. Day's book originally appeared a decade ago, but it reappears now with a theme that has since become a management mantra - let the market drive your business. All relevant aspects are covered in adequate depth. However, I kept thinking that the book was dated especially with regard its examples of corporate behavior.

Now in its 21st printing, George S. Day's Market Driven Strategy first defined what it means to be market- driven. Now in its 21st printing, George S. Day's Market Driven Strategy first defined what it means to be "market- driven. Providing a foundation for Day's new companion volume The Market Driven Organization, this seminal work remains a vital resource for a generation of managers struggling to align their organizations to volatile markets.

Market Driven Strategy book. Goodreads helps you keep track of books you want to read. Start by marking Market Driven Strategy: Processes for Creating Value as Want to Read: Want to Read savin. ant to Read.

Market Driven Strategy. Processes for Creating Value. Being market-driven is the theme that did most to set this book apart. By George S Day. Trade Paperback. It had long been an article of faith that successful businesses were driven to be responsive to market requirements and anticipate changing market conditions.

Choices and Challenges in Turbulent Markets, A competitive strategy specifies how a bussiness intends to. .Effective strategies are straightforward in their intent and direction ref. Georges S. Day, Market Driven Strategy.

Choices and Challenges in Turbulent Markets, A competitive strategy specifies how a bussiness intends to compete in the markets it chooses to serve. Choices and Challenges in Turbulent Markets, Strategies are directonal statements, rather than detailed step-by-step plans of action

Now in its 21st printing, George S. Day's Market Driven Strategy first defined what it means to be "market- driven

Now in its 21st printing, George S. Finally, Day persuasively documents the commitment to thinking and planning processes at these winning companies that harnesses the power of bottom-up understanding of customers and competitive realities with top-down vision and leadership.

Market driven strategy: Processes for creating value. Marketing's contribution to the strategy dialogue. GS Day. Journal of the Academy of marketing Science 20 (4), 323-329, 1992. GS Day, GS Day. Free Press, 1990. The market driven organization: understanding, attracting, and keeping valuable customers. Simon and Schuster, 1999.

Читать бесплатно книгу Market driven strategy. Processes for creating value: With a new introduction (Day G. и другие произведения в разделе Каталог. Доступны электронные, печатные и аудиокниги, музыкальные произведения, фильмы. На сайте вы можете найти издание, заказать доставку или забронировать. Возможна доставка в удобную библиотеку.

George S Day, George S. Day. Providing a foundation for Day's new companion volume The Market Driven Organization, this seminal work remains a vitalresource for a generation of managers struggling to align their organizations to volatile markets.

Originally published: New York: Free Press; London: Collier Macmillan, c1990. Day's Market Driven Strategy first defined what it means to be "market- driven

Originally published: New York: Free Press; London: Collier Macmillan, c1990.

Today, countless new niche and specialty market opportunities are emerging as the era of mass marketing comes to an end. George S. Day argues persuasively that old ways of competing and much of the conventional wisdom about organizations are being overturned by a convergence of forces: mass markets are fragmenting into narrow segments that are themselves becoming global markets; information technologies are blurring the boundaries between markets and organizations while accelerating the pace of decisions; technological change continues to shrink product life cycles while customers are demanding ever higher levels of responsiveness and quality. These forces are also spawning new types of retailers, distributors, and linkages with customers. Contending that the rate of change in the market has clearly outstripped the speed at which a conventionally managed company can respond, Day makes a compelling case for first creating customer value, without which there can be no shareholder value. He presents a proven market-driven approach to formulating and implementing competitive strategy at the business-unit level -- "in the trenches" -- based upon materials that have been empirically tested and critiqued in more than 200 internal executive programs and strategic planning sessions at such companies as U.S. West, General Motors, Marriott, Kodak, and General Electric, where he is director of the Product Planning Program. Day introduces the five critical, interdependent choices that managers must make to create a market-driven organization in the 1990s. With dozens of examples from companies such as Otis Elevator, GE, H.J. Heinz, IKEA, Nestlé, Acuson, and 3M, he shows how forward-thinking companies select their markets, differentiate their products, choose their communication and distribution channels, decide on the scale and scope of their support activities, and select future areas for growth. Finally, Day persuasively documents that at these winning companies there is a commitment to thinking and planning processes that harness the power of bottom-up understanding of customers and competitive realities with top-down vision and leadership. A powerful vision is a shared intention that creates a winning atmosphere throughout the organization. By focusing attention on a desired leadership position, measuring progress against that achievement, and continually seeking new ways to gain competitive advantage by serving customers better, the actions and aspiration of

Comments

Skilkancar Skilkancar
Without a doubt, this in an landmark book in business strategy and provides a good balance between a practical handbook and a certain level of theory. The book is well researched and well referenced and has clearly stood the test of time based on it still current wide acceptance. I found the product positioning and channel evaluation related strategy thinking of the book to be it's strongest points.
As another reviewer noted, it would have been great is the newest edition of this book was more throughly updated. Clearly it was not, and was probably renewed more to extend it's viable lifecycle in sales. The dated aspects of the book mostly come through in the case study examples. For example, positive references to Eastman Kodak, oops! Not exactly steller examples by today's standard. In any case, this does not dimish the value of the book, only makes you wonder how much better it would have been to be fully updated.
In any case, I would certainly rate this book in the top 5 of most important business strategy books...perhaps only bested by the likes of "Competing for the Future" by Gary Hamel & CK Prahalad.
Dikus Dikus
Excellent prorduct and service.
Qusicam Qusicam
I ordered this book for a Marketing class. It was delivered on time and exactly what I ordered.
Wohald Wohald
Maybe it is a bit evil to suggest that a book written in 1990 (note that amazon's blurb is not correct) is the author's best book, but that is my firm opinion. This is partly because authors used to write fewer books and thus have more content to write about.

The book is really a selected summary of Porter's Competitive Strategy and Competitive Advantage, but with a stronger marketing focus. In 1990, this was a four star book, because it was a good restatement with a slightly different perspective. However, writing in 2012 this book is only relevant for a small niche audience; academics interested in the field of strategic management as it was practised some 20 years ago. If you belong to this group you might get some useful bits of information from this book. If you are a practitioner you would still find value in the book, but it does not make full sense for you to pick up a book that is 22 years old. Three stars.
Sudert Sudert
It's funny how little things really change. George S. Day's book originally appeared a decade ago, but it reappears now with a theme that has since become a management mantra - let the market drive your business. While many newer books enumerate the basics of business strategy, the examples that Day culled from the likes of Otis Elevator, GE, Ikea, Acuson and 3M still illustrate the fundamental themes as well as any. The book's one shortcoming is its academic tone, which might be expected from an author who is also a professor, but nevertheless might try the patience of some business professionals. Despite this one flaw, we [...] recommend this book as a straightforward exposition on business strategy that has truly stood the test of time.
Keath Keath
Overall the book does a good job of detailing the strategy process for a market driven economy. All relevant aspects are covered in adequate depth. However, I kept thinking that the book was dated especially with regard its examples of corporate behavior. I tried to push these thoughts to the back of my mind by reassuring myself of the 1999 copyright. In reality, the 1999 copyright comes from the addition of a new introduction to the 1990 text. I was very disappointed when I realized this. Although it is presents a good framework, it is dated. This is ironic given the fact that the author presents examples of dated thinkings of strategy and shows how to improve. He needs to take the time to improve his own thinkings. In a market driven economy, strategy changes QUICKLY over 10 years. You don't need this book to know that.