How to Grow When Markets Don't
| Author | : | |
| Rating | : | 4.50 (731 Votes) |
| Asin | : | 1586215310 |
| Format Type | : | paperback |
| Number of Pages | : | 344 Pages |
| Publish Date | : | 2014-03-10 |
| Language | : | English |
DESCRIPTION:
Very disappointing A Customer I am a fan of Slywotzky. I believe he is one of the best in the area of Strategy. This book, however, has been a real disappointment for me.The argument in the book is that, in mature economies/markets, many firms have come to a point where growth by traditional means is no longer feasibl. Good Strategic Overview! From 1990 - 2000, just 7% of publicly traded companies in the U.S. enjoyed at least 8 years of double-digit growth. Thus, growth multiples and promotion opportunities are falling. Slywotzky begins by explaining why the usual growth approaches have largely already been mined out.Business d. Peter Leerskov said Grow by leveraging your HIDDEN ASSETS. I've read three of Adrian Slywotzky's books during the last twelve months and I'm deeply inspired by his bright ideas on the art of profitability. This book focuses on how to profit via growth.The key chapters are those that lay out the concepts behind "hidden assets" (that can be exploit
KARL WEBER is a freelance writer and editor who has collaborated with Adrian Slywotzky on several books and worked with such authors as former president Jimmy Carter, Loews Hotels CEO Jonathan Tisch, UN ambassador Richard Butler, and representative Richard Gephardt. At the same time, Tisch is recognized as a preeminent leader of the $555 billion travel and tourism in
This text describes how today's best companies look for problems and opportunities in their customers' businesses and find solutions that stretch the boundaries of their product and service lines.. Experts on corporate growth and profitability tell how nimble companies find additional profit by mining the margins of existing revenue categories
By building on intangible assets like brand recognition, knowledge of the customer and distribution channels, these companies transformed themselves into growth centers for new products and services. The authors gloss over many of the problems that hamper blue chip companies seeking growth, however-e.g., market attrition, declining cash flow, recalcitrant middle managers and stodgy tradition-and fail to note that many of the corporations they cite here fall into current growth industries like personal banking, health care and home ownership. Clarke American took an apparently waning business-check printing-and mo