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The Future of Competition: Co-Creating Unique Value with Customers (Hardcover)

by C.K. Prahalad (Author), Venkat Ramaswamy (Author) "A PROFOUND, BUT SILENT, transformation of our society is afoot ..." (more)

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Product details

Hardcover: 320 pages
Publisher: Harvard Business School Press; illustrated edition edition (1 Jan 2004)
Language English
ISBN-10: 1578519535
ISBN-13: 978-1578519538
Product Dimensions: 23.6 x 16 x 2.5 cm

Average Customer Review: 2.0 out of 5 stars See all reviews (1 customer review)

Amazon.co.uk Sales Rank: 276,929 in Books (See Bestsellers in Books)

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Product Description

Long Range Planning, January 2007

Thoroughly argued and urgently needed.

Product Description

The Future of Competition argues that in a world in which information is readily available to everyone, the role of the customer has changed dramatically

Once passive recipients of the products and services companies created for them—customers are now active participants who actually co-create the value they receive, from products and services they help develop, test, and distribute.

Whereas in the 1990s competitive advantage was derived from the authors’ landmark notion of “core competencies” (those activities a company does better than anyone else), in the future it will come from how proficient companies are at providing opportunities for customers to co-create unique experiences.

Prahalad and Ramaswamy present four key building blocks that will enable companies to co-create the future with customers—transparency, access, dialogues, and risk management—and illustrate them through rich examples from a wide range of companies. As bold and far-reaching as Competing for the Future a decade ago, this book will redefine strategy for the Information Age.

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Inside This Book (Learn More)

First Sentence
A PROFOUND, BUT SILENT, transformation of our society is afoot. Read the first page

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2.0 out of 5 stars Could have been so much more, 25 Aug 2006

By	CGM Kenyon (Manchester UK) - See all my reviews (REAL NAME)

This book takes a fantastic observation that The future of competition [is] co-creating unique value with customers and provides many examples where it has been shown to be the case, contrasts this different approach with those that have been used historically and repeatedly states in numerous different forms that traditional organisations need to change in many different areas. Those I this book may be useful for: That are not convinced take the future is co-creating value with customers. With strong interests in collaborative projects that what to understand the breadth of issues that companies face without tackling them. Looking for potential case studies for work in this field. Those that enjoy reading superficial multi-hand case studies. This is not a book for those that believe The future of competition [is] co-creating unique value with customers and are looking for: Analysis of successful approaches compared others. Those looking for any conceptual approach in which to see the co-creation would. An explanation why this is the case. Reasoning; there are just statements made without justification or support. Any development of the DART (dialogue, access, risk, assessment) framework they propose. It is only treated on 13 pages (according to the index, actually less by my reckoning and most of that is superficial case studies). This book reminds me of a university project where I did my background research but ran out of time before producing an original work of my own. Why O why didnt the authors try running with DART. Harvard business school press often seem guilty of publishing articles expanded by **** case studies into books, although they have published some excelent books. Why did HBSP publish this in this state, they really need some good editors, the books they publish are often weak, if I see they are the publisher it puts me of buying the book unless it has had great reviews.

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