- Hardcover: 405 pages
- Publisher: The Free Press; illustrated edition edition (1 Sep 1990)
- Language English
- ISBN-10: 0029072115
- ISBN-13: 978-0029072110
- Product Dimensions: 24.3 x 16.6 x 3.3 cm
- Average Customer Review: 5.0 out of 5 stars See all reviews (1 customer review)
- Amazon Bestsellers Rank: 3,643,017 in Books (See Top 100 in Books)
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Review
Charles M. Lillis Chairman and CEO, Mediaone Group The book is content-rich and should be invaluable to executives striving to become "market-driven." The guidance offered on how to externalize, so that true superiority in producing customer value results, is extraordinarily well packaged. I'll strongly recommend the book to my fellow practitioners.
--This text refers to an alternate
Hardcover
edition.
Product Description
Explosive technological change is rapidly creating countless new market opportunities. The author provides a proven market-driven approach to formulating and implementing competitive strategy at the business unit level - "in the trenches". Day introduces the five critical strategic choices that managers must make - in selecting channels, in product differentiation, in pricing - that will yield a competitive advantage.
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First Sentence
Benetton and Sears, Roebuck both compete for a piece of the retail apparel market. Read the first page
Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
Benetton and Sears, Roebuck both compete for a piece of the retail apparel market. Read the first page
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Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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Customer Reviews
Most Helpful Customer Reviews
4 of 4 people found the following review helpful
Format:Hardcover
Adding value is the name of the game for strategic development. George Day is an outstanding thinker in this area. Where many later writers have focused on calculating the value of benefits you have been generating for your own company, they have ignored the question of how to devise strategies that add more value in the first place. If you are interested in higher stock price, economic value added, or the balanced scorecard, you should also read this book.
Our consulting firm regularly studies the best practices of the 100 CEOs who have grown stock price the fastest. These CEOs feel that creating better strategies for serving customers is the best way to grow stock price even faster. This is also the area where they feel they have the most to learn.
When I work with clients, they think of a new strategy as making minor fine-tuning of an existing strategy. That is a bad thinking habit that will stall progress every time. Instead, you should begin by thinking about creating much better results, something that could not be done through the way you do business now. Professor Day's process will cause you to see those alternatives that now escape your notice, and will begin to help you create better thinking habits for developing better strategies.
Professor Day focuses your attention of how to take advantage of irreversible trends, as well as how to implement new directions for the best result. As such, this book is much more practical and useful than Professor Porter's works at Harvard, as valuable as they are.
I strongly urge you to read this book. It is the most practical guide to creating better strategies that I have ever read. I found all of its principles to be accurate and valuable ones in my many years of consulting with the most successful executives in the U.S. on strategic development. You should also hope that your competitors do not read this book.
Most Helpful Customer Reviews on Amazon.com (beta)
Amazon.com:
4 reviews
1 of 1 people found the following review helpful
Insightful!
17 Oct 2001
Format:Hardcover
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.
3 of 4 people found the following review helpful
Important Book - Slightly Dated
27 Aug 2000
Format:Hardcover|Amazon Verified Purchase
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.
5 of 7 people found the following review helpful
Good but not up to date
28 Jun 2000
Format:Hardcover
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.
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