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What people are saying about Discount Business Strategy: "e;Michael Andersen and Flemming Poulfelt provide a provocative discussion of the rapidly growing role of discounters across numerous industries: how they operate; how they create uniqueness; and how they can destroy value for incumbents. Understanding the specific moves and tools that the authors analyze will be valuable for attackers and incumbents alike."e; Adrian J. Slywotzky, Director, Mercer Management Consulting USA "e;This book is very timely, dealing with today's most critical strategic issue: how to provide more…mehr
What people are saying about Discount Business Strategy: "e;Michael Andersen and Flemming Poulfelt provide a provocative discussion of the rapidly growing role of discounters across numerous industries: how they operate; how they create uniqueness; and how they can destroy value for incumbents. Understanding the specific moves and tools that the authors analyze will be valuable for attackers and incumbents alike."e; Adrian J. Slywotzky, Director, Mercer Management Consulting USA "e;This book is very timely, dealing with today's most critical strategic issue: how to provide more value to the consumer through aggressive discounting. Those players in manufacturing and distribution who master this will be the winners; many established firms will fall by the wayside. A similar set of issues are facing many nations today - Europe vs. Asia!"e; Peter Lorange, President, IMD, Switzerland "e;Andersen and Poulfelt have researched one of the most important themes in today's business world - how fundamentally new business models have wiped out establishments not with new products or technologies, but by creating new rules for conventional industries. Read this book and learn how to recognize the disruption of your industry before it is too late!"e; Sigurd Liljenfeldt, Senior Partner, Monitor Group, France "e;This book asks if a firm can have its cake and eat it too - that is, maintain high quality at low prices. My favourite example and shopping place is big box Costco. Ikea is another. A must read for a broad audience concerned about corporate survival!"e; Professor Larry E. Greiner, Marshall School of Business, University of Southern California, USA The aspiration to adopt the right strategy still prevails over the business world. But is there a single 'best' strategy for a company? Can an organization create sustainable competitive advantage from an 'off-the-peg' strategy? And are most companies likely to craft a strategy that genuinely creates uncontested market space and makes the competition irrelevant? The answer to all these questions is probably 'No'. And the rising tide of companies like Dell, CostCo, Skype and Linux means that asking them at all may soon be futile. While strategists have foundered in old paradigms, a new breed of competitors has emerged. Value destroyers. Old-style thinking understood value destruction when it was confined to an industry and driven by a new product or technology. But what are the implications when the destruction stems from a new way of thinking - from a strategy that simultaneously creates value? The implications are enormous. Every company in every industry is potentially at risk. This risk - or opportunity - is precisely the reason for this book and its focus on exploring why and how some companies have bridged the gap between differentiator and cost leader strategies to emerge as winners in hypercompetitive markets, and what this entails in terms of value destruction and creation. Discounting organizations are here to stay - are you?
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Autorenporträt
Michael Moesgaard Andersen is CEO of Andersen Advisory Group A/S. He and his team have provided strategy advice to numerous companies and public organizations around the world, and he is also directly involved in business development through his own venture capital company. He has worked as a lecturer at Copenhagen University and as external examiner at Copenhagen Business School, and is a frequent speaker at conferences. He is the author of numerous articles and two books on technology and management issues.
Flemming Poulfelt is Professor of Management and Strategy and Vice Dean at Copenhagen Business School, and Director of LOK Research Center. He is the author of many articles and books on the subjects of strategy, professional service firms, change management, knowledge management and management consulting. His books include The Contemporary Consultant (2004) and Managing Complexity and Change in SMEs (2006). He has served on numerous corporate boards, consults widely and is a frequent speaker at seminars and conferences.
Inhaltsangabe
Foreword xi 1 Why are some companies more successful than others? 1 The real life laboratory 1 Creating value and simultaneous destruction 3 The volume game 6 Simplicity - the word of the day 10 Cut to the core 12 Service? Something we'd rather do ourselves 15 The black box of strategy turned upside down 17 2 The oxymoron of existing strategies: where do we go from here? 19 Conventional strategic thinking 19 The generic strategy framework 20 Porter challenged 23 Mixed strategies - the airline industry 26 3 When discount strategy becomes important 35 Hyper competitive markets and traditional strategy 35 The position of a discount strategy 38 A single form - a simple form? 41 4 CBB 43 Cultivating a hyper competitive market by way of a consistent approach to the notion of discount strategy 43 A contradiction to the bursting of the IT-bubble 43 The mobile sector - hyper-competition 44 CBB as the enhanced service provider 46 The original mission and strategy 47 Crisis and the filing of a petition for bankruptcy 48 The discount strategy - not a single quick fix 50 New management 50 Reinvention of the IT-systems 51 A new customer care concept 52 New brand and branding 53 Reverse relationship marketing 54 Political mass marketing 55 Reorganization of the distribution 56 Cost cutting programs 57 Active price leadership 57 CBB's discount product - cheaper and better 58 Product production characteristics 58 Product marketing characteristics 62 CBB's use of price as a tactical weapon 64 The importance of the price vis-a-vis the customers 64 ` Active leadership in price wars 65 Results - best in class 68 A revolution in the mobile sector? 70 Perspectives 72 5 Lidl 75 Gaining ground in a hyper competitive market by a consistent discount strategy 75 The German conquest 75 The grocery retail sector - hyper-competition 76 The original mission and strategy of Lidl 81 The discount strategy - all encompassing 82 Structured to control the impact of external factors 83 Leadership through continuity 84 The look and feel of Lidl 84 High service level with a discount concept 87 Squeezing the brands 89 Aggressive go to market strategy 91 Publicity through secrecy 94 Active price leadership 95 Lidl's discount product - cheaper and better 96 Product marketing characteristics 99 The use of price as a tactical weapon 99 Active leadership in price wars 100 Results - top of the class 101 Perspectives 103 6 Ryanair 105 Reshaping a competitive market through a consistent discount strategy 105 Flying with the giants 105 The airline industry - liberalized to full competition 106 The early days of deregulation 108 Towards the liberalized sky with a new strategy 109 A transformed and polarized industry 111 Ryanair as the alternative independent carrier 114 Financial collapse evaded at the 11th hour 115 The no frills, low fare strategy - not just one route 116 New management 116 Cost cutting programs 119 Productivity-based compensation schemes 119 Outsourcing to third parties 120 Re-organizing sales and distribution 121 Harmonizing and scrutinizing the fleet 123 Customer care concept 125 New brand and branding 128 Political mass marketing 129 Active price leadership 131 Ryanair's discount product - cheaper and better 132 Product production characteristics 133 Product marketing characteristics 135 The use of price as a tactical weapon 136 The customers' perception of price 136 Leading the price wars 138 Results - Best in class 139 Perspectives - a revolution in the airline industry? 141 7 The building blocks of a discount business strategy 145 Maturity and liberalization in different industries 145 The building blocks of a 'discount strategy' 147 The product 150 The brand 152 The customers 153 Technology 155 The four blocks as one discount strategy 156 8 The attractiveness of the core product 159 From peaceful coexistence to disruption 159 Disruption and the corresponding value destruction 161 Lean and unbundled nature of the discount product 165 Self-service an important ingredient 172 Aggressive pricing 177 Demand-driven products 180 Value creation 182 Back to basics 184 9 A good brand is much more than a good brand 185 The growing importance of 'brandr' 185 'You need to invest money in the establishment of a good brand' 187 We cannot afford to spend 188 David against Goliath 193 The Gorilla image 199 Branding as a tool-kit in the discount strategy 204 Low prices as a new corporate social responsibility position 206 Brand extension and discount 207 The good brand 209 10 The discount customer and social capital 211 The pivotal role of the customer in a discount strategy 211 Customers as social capital 214 Social capital and the discount customers - the X factor 214 The social factor in the discount strategy 215 Social capital and egalitarianism 219 The dismissal of relationship marketing 221 Psychology, culture and the discount strategy 224 The view on discount 224 Exploitation of the cognitive dissonance 225 Life-style and satisfaction 227 The advent of the viral ambassador 228 The patronizing of customers 230 The rise and fall of patronizing 230 Increasing brand promiscuity 231 Simplicity prevails 233 How to save costs and increase perceived quality? 234 The main execution tactics 234 11 Finding the suitable technology 237 Finding technology 241 The innovator's dilemma and the innovator's solution 244 The choice of 'discount' technology 246 Proven technology 248 Scalability 248 Technology supporting the simple 249 Impact on back office system 249 Technological exuberance avoided 253 12 Value creation and value destruction 257 Strategy and war 258 Strategy revisited 264 The building blocks of the discount strategy model 265 The various execution processes 269 13 Epilogue 273 How to reflect thoroughly on the wider repercussions of successful discount business strategies? 273 Notes 279 Bibliography 287 Index 291
Foreword xi 1 Why are some companies more successful than others? 1 The real life laboratory 1 Creating value and simultaneous destruction 3 The volume game 6 Simplicity - the word of the day 10 Cut to the core 12 Service? Something we'd rather do ourselves 15 The black box of strategy turned upside down 17 2 The oxymoron of existing strategies: where do we go from here? 19 Conventional strategic thinking 19 The generic strategy framework 20 Porter challenged 23 Mixed strategies - the airline industry 26 3 When discount strategy becomes important 35 Hyper competitive markets and traditional strategy 35 The position of a discount strategy 38 A single form - a simple form? 41 4 CBB 43 Cultivating a hyper competitive market by way of a consistent approach to the notion of discount strategy 43 A contradiction to the bursting of the IT-bubble 43 The mobile sector - hyper-competition 44 CBB as the enhanced service provider 46 The original mission and strategy 47 Crisis and the filing of a petition for bankruptcy 48 The discount strategy - not a single quick fix 50 New management 50 Reinvention of the IT-systems 51 A new customer care concept 52 New brand and branding 53 Reverse relationship marketing 54 Political mass marketing 55 Reorganization of the distribution 56 Cost cutting programs 57 Active price leadership 57 CBB's discount product - cheaper and better 58 Product production characteristics 58 Product marketing characteristics 62 CBB's use of price as a tactical weapon 64 The importance of the price vis-a-vis the customers 64 ` Active leadership in price wars 65 Results - best in class 68 A revolution in the mobile sector? 70 Perspectives 72 5 Lidl 75 Gaining ground in a hyper competitive market by a consistent discount strategy 75 The German conquest 75 The grocery retail sector - hyper-competition 76 The original mission and strategy of Lidl 81 The discount strategy - all encompassing 82 Structured to control the impact of external factors 83 Leadership through continuity 84 The look and feel of Lidl 84 High service level with a discount concept 87 Squeezing the brands 89 Aggressive go to market strategy 91 Publicity through secrecy 94 Active price leadership 95 Lidl's discount product - cheaper and better 96 Product marketing characteristics 99 The use of price as a tactical weapon 99 Active leadership in price wars 100 Results - top of the class 101 Perspectives 103 6 Ryanair 105 Reshaping a competitive market through a consistent discount strategy 105 Flying with the giants 105 The airline industry - liberalized to full competition 106 The early days of deregulation 108 Towards the liberalized sky with a new strategy 109 A transformed and polarized industry 111 Ryanair as the alternative independent carrier 114 Financial collapse evaded at the 11th hour 115 The no frills, low fare strategy - not just one route 116 New management 116 Cost cutting programs 119 Productivity-based compensation schemes 119 Outsourcing to third parties 120 Re-organizing sales and distribution 121 Harmonizing and scrutinizing the fleet 123 Customer care concept 125 New brand and branding 128 Political mass marketing 129 Active price leadership 131 Ryanair's discount product - cheaper and better 132 Product production characteristics 133 Product marketing characteristics 135 The use of price as a tactical weapon 136 The customers' perception of price 136 Leading the price wars 138 Results - Best in class 139 Perspectives - a revolution in the airline industry? 141 7 The building blocks of a discount business strategy 145 Maturity and liberalization in different industries 145 The building blocks of a 'discount strategy' 147 The product 150 The brand 152 The customers 153 Technology 155 The four blocks as one discount strategy 156 8 The attractiveness of the core product 159 From peaceful coexistence to disruption 159 Disruption and the corresponding value destruction 161 Lean and unbundled nature of the discount product 165 Self-service an important ingredient 172 Aggressive pricing 177 Demand-driven products 180 Value creation 182 Back to basics 184 9 A good brand is much more than a good brand 185 The growing importance of 'brandr' 185 'You need to invest money in the establishment of a good brand' 187 We cannot afford to spend 188 David against Goliath 193 The Gorilla image 199 Branding as a tool-kit in the discount strategy 204 Low prices as a new corporate social responsibility position 206 Brand extension and discount 207 The good brand 209 10 The discount customer and social capital 211 The pivotal role of the customer in a discount strategy 211 Customers as social capital 214 Social capital and the discount customers - the X factor 214 The social factor in the discount strategy 215 Social capital and egalitarianism 219 The dismissal of relationship marketing 221 Psychology, culture and the discount strategy 224 The view on discount 224 Exploitation of the cognitive dissonance 225 Life-style and satisfaction 227 The advent of the viral ambassador 228 The patronizing of customers 230 The rise and fall of patronizing 230 Increasing brand promiscuity 231 Simplicity prevails 233 How to save costs and increase perceived quality? 234 The main execution tactics 234 11 Finding the suitable technology 237 Finding technology 241 The innovator's dilemma and the innovator's solution 244 The choice of 'discount' technology 246 Proven technology 248 Scalability 248 Technology supporting the simple 249 Impact on back office system 249 Technological exuberance avoided 253 12 Value creation and value destruction 257 Strategy and war 258 Strategy revisited 264 The building blocks of the discount strategy model 265 The various execution processes 269 13 Epilogue 273 How to reflect thoroughly on the wider repercussions of successful discount business strategies? 273 Notes 279 Bibliography 287 Index 291
Rezensionen
"pleasant to read and informative" (Petroleum Review, December 2006)
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