| ||||||||||||||||||
 Trade In this Item for up to £0.25
Get an extra £5 when you trade in books worth £10 or more until June 30, 2012. Trade in The Profit Zone: How Strategic Business Design Will Lead You to Tomorrow's Profits for an Amazon.co.uk gift card of up to £0.25, which you can then spend on millions of items across the site. Trade-in values may vary (terms apply). Find more products eligible for trade-in.
|
Frequently Bought Together
Product details
|
More About the Authors
Discover books, learn about writers, and more.
Product Description
Amazon.co.uk Review
For years, the prevailing wisdom in business was that profitability was a by-product of market share; get the biggest piece of the market and profit will surely follow. But in the last 10 years, this formula has time and again proved itself wrong. Companies such as DEC, GM, Ford, United Airlines, Kodak and Sears have all demonstrated that market share does not necessarily lead to profitability.
The Profit Zone looks at how profit happens in today's customer-driven economy. The authors demonstrate why market share often leads to a "no-profit zone" and identify 22 profit models that have helped dozens of companies consistently make money. Included are in-depth looks at companies--Disney, GE, Microsoft, Intel, Charles Schwab--that have successfully redesigned their businesses and dramatically increased the value of their companies. Instead of focusing on market share, these innovators first looked at their customers' needs and how they could profit from fulfilling them. The book considers example after example of how the profit zone works, from Disney's theme parks to Schwab's marketing and selling of mutual funds. The final chapter is a handbook that allows managers to apply the ideas to their own companies. Clearly written and immensely practical, The Profit Zone deserves a place on every manager's bookshelf. --Amazon.com
Synopsis
This text examines the profit-strategy approaches of ten of the world's most influential business personalities, including Microsoft's Bill Gates, Andrew Grove, of Intel, and the late Roberto Goizueta, of Coca-Cola. Where is the profit zone today? Where will it be tomorrow? How do you get there before your competitors do? This book seeks to answer these questions.
Inside This Book
(Learn More)
Browse and search another edition of this book.
Browse and search another edition of this book.
First Sentence
THE NUMBER one problem in business today is profitability. Read the first page
Front Cover | Copyright | Table of Contents | Excerpt | Index
THE NUMBER one problem in business today is profitability. Read the first page
Explore More
Concordance
Browse Sample PagesConcordance
Front Cover | Copyright | Table of Contents | Excerpt | Index
Tag this product(What's this?)Think of a tag as a keyword or label you consider is strongly related to this product.
Tags will help all customers organise and find favourite items. |
What Other Items Do Customers Buy After Viewing This Item?
Customer Reviews
Most Helpful Customer Reviews
2 of 2 people found the following review helpful
Format:Paperback
In the first part of the book Slywotzky and Morrison argue convincingly that the profit zone has shifted from the player with the greatest market share to the player who has the best business model. This model must be designed to meet customer needs and provide higher profitability. And, the business model must flexible enough to change as the landscape of profitability shifts.
Customer centric thinking is key to being in the profit zone. Slywotzky and Morrison explain that many upper level management types are not easily able to make the shift to customer centric thinking because of two reasons:
1. For twenty or more years of their career they were successful at focusing on improving products, increasing market share, and growing revenues. They functioned well in this world. Change to new thinking patterns is difficult.
2. Young companies focus on customers, but mature companies many times lose site of this. When companies are mature they focus more on themselves (internal budgets, resource concerns, politics and more).
Once the concepts of how to enter the profit zone is explained in detail, the book provides several examples of companies that were able to reinvent themselves and succeed.
Overall an excellent book about keeping your eye on the ball. In this case the "ball" is profits!
The Re-Discovery of Common Sense: A Guide To: The Lost Art of Critical Thinking
Customer centric thinking is key to being in the profit zone. Slywotzky and Morrison explain that many upper level management types are not easily able to make the shift to customer centric thinking because of two reasons:
1. For twenty or more years of their career they were successful at focusing on improving products, increasing market share, and growing revenues. They functioned well in this world. Change to new thinking patterns is difficult.
2. Young companies focus on customers, but mature companies many times lose site of this. When companies are mature they focus more on themselves (internal budgets, resource concerns, politics and more).
Once the concepts of how to enter the profit zone is explained in detail, the book provides several examples of companies that were able to reinvent themselves and succeed.
Overall an excellent book about keeping your eye on the ball. In this case the "ball" is profits!
The Re-Discovery of Common Sense: A Guide To: The Lost Art of Critical Thinking
1 of 2 people found the following review helpful
Format:Paperback
In Part One, the authors argue that "market share is dead" as an overall strategy goal. Instead, to achieve sustained growth in profits and shareholder value, companies need a "customer-centric business design" which anticipates and addresses constantly shifting customer priorities. There is no single design which fits all circumstances. but the most effective designs will start with customer priorities.
In Part Two, the co-authors shift their attention to several "reinventors" who have achieved extraordinary success. Most are familiar: Welch, Hayek, Goizueta, Schwab, Grove, Eisner, Hatsopoulos, Barnevik, and Gates. However, and this is an excellent example of the book's unique and substantial value, Slywotzy & Morrison note that "the principles and techniques of reinveniting a company's business design to get it into the industry's profit zone...apply with equal force to small companies, to divisions of larger companies, and to the middle managers who run them. In fact, the reinventors we will be reading about in the future are already honing their skills at innovative business designs today." The authors then examine several smaller firms such as Madden Communications, Cardboard Box, Inc., and Clozaril Patient Management System.
In Part Three, the authors provide a "handbook" which explains in detail how innovation works.This book is relevant to all organizations (both for-profit and non-profit) which seek to increase their economic value. Non-profits must also make critically important decisions (such as those involving allocation of resources) if they are to achieve their objectives. The appendices provide additional guidance so that the reader can implement whichever of the book's ideas and suggestions are most relevant.
If optimizing your organization's profits is your destination, here's a map to get there.
In Part Two, the co-authors shift their attention to several "reinventors" who have achieved extraordinary success. Most are familiar: Welch, Hayek, Goizueta, Schwab, Grove, Eisner, Hatsopoulos, Barnevik, and Gates. However, and this is an excellent example of the book's unique and substantial value, Slywotzy & Morrison note that "the principles and techniques of reinveniting a company's business design to get it into the industry's profit zone...apply with equal force to small companies, to divisions of larger companies, and to the middle managers who run them. In fact, the reinventors we will be reading about in the future are already honing their skills at innovative business designs today." The authors then examine several smaller firms such as Madden Communications, Cardboard Box, Inc., and Clozaril Patient Management System.
In Part Three, the authors provide a "handbook" which explains in detail how innovation works.This book is relevant to all organizations (both for-profit and non-profit) which seek to increase their economic value. Non-profits must also make critically important decisions (such as those involving allocation of resources) if they are to achieve their objectives. The appendices provide additional guidance so that the reader can implement whichever of the book's ideas and suggestions are most relevant.
If optimizing your organization's profits is your destination, here's a map to get there.
0 of 1 people found the following review helpful
Format:Hardcover
This outstanding book has 12 incredible questions. Answer these questions and you will be as successful as Bill Gates, Jack Welch, and Roberto Goizueta, as this incredible book points out using them as examples! Here are a few samples to whet your appetite: (1) Who are my customers? (7) What is my current business design? (12) What is my company worth? In only 15 pages, you can answer these questions for yourself. What a great deal! I think you should quickly order this book and solve these problems for yourself. You'll be amazed how much you learn.
Would you like to see more reviews about this item?
Were these reviews helpful?
Let us know
Listmania!
Look for similar items by category
Look for similar items by subject
Feedback
- Would you like to update product info or give feedback on images?
- I am the Author, and I want to comment on my book.
- I am the Publisher, and I want to comment on this book.
|
