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By Laurence G. Weinzimmer

ISBN-10: 0585368503

ISBN-13: 9780585368504

ISBN-10: 1574101358

ISBN-13: 9781574101355

Quickly progress is the fad at the present time. Executives at businesses of each dimension this present day are confused to forge progress possibilities that obtain large rewards briefly time spans. With definitely the right state of mind and a transparent knowing of the place possibilities lurk, businesses of each dimension can develop into progress champions. Award-winning student and advisor Laurence G. Weinzimmer, Ph.D., combines real-world consulting reports together with his broad examine and progressive insights to offer the 3 development drivers universal to high-performance businesses: management, marketplace components, and powerful procedure. Weinzimmer stocks insights bound to yield earnings: specialise in stability. Be a industry motive force. examine your shoppers. With the suitable strategy, what you are promoting will speed up.

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IBM and Smith Corona were fierce competitors in the typewriter industry. Smith Corona viewed itself by its products: typewriters; IBM viewed itself by the value it provided: office automation. The result is clear. As computer technology evolved, managers at Smith Corona saw no growth opportunities—they were a typewriter manufacturer. In contrast, managers at IBM saw a tremendous opportunity to improve value. Two similar companies in the same situation and two different outcomes based on each company’s self-perception.

Calloway’s ability to understand customers’ needs gave it the largest share of the overall market. Eventually, Calloway also became overwhelmingly popular with PGA players, and its club designs have even been credited with drawing new players to the game. C H A P T E R 2 / External Framing 39 Moving at Digital Speed: The Key to Value Innovation Change creates opportunities for value innovation. Given advancements in technology, many industries are changing at lightning speed. The faster change occurs, the more important speed becomes.

Relationship strategies. Once you identify an appropriate mix of incremental-growth and leap-growth strategies, you’ll have to decide how to make growth happen. John Chambers, CEO of Cisco Systems, was recently asked in a Wall Street Journal interview what he thought a company had to do well to achieve growth. He replied: “Build strong partnerships. Leading companies this decade will focus on internal development, effective acquisitions, and also forming . . ” As Chambers points out, there are three rela- 20 FA S T G R O W T H tively straightforward choices for pursuing incremental growth and leap growth.

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Fast Growth by Laurence G. Weinzimmer


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