From the Publisher
Rosabeth Moss Kanter author of Evolve!: Succeeding in the Digital Culture of Tomorrow Fred Wiersema combines eternal truths about great customer relationships with useful new insights about dealing with today's realities from time-sensitive customers to unexpected competitors that change market dynamics. Turn to this lively book for advice about how to create a bold, larger-than-life market presence and help customers overcome their reluctance to change.
Donald P. Jacobs Dean, Kellogg Graduate School of Management, Northwestern University Fred Wiersema presents a thorough and incisive analysis of how companies must rework themselves to compete in today's technology-laced business environment.
Rick Ellenberger President and CEO, Broadwing Inc. The New Market Leaders is a compelling examination of the buying patterns and decision drivers of today's increasingly sophisticated and skeptical customers. It is essential reading for any CEO looking to achieve a customer-centric profile for their company.
Alan Siegel Chairman & CEO, Siegelgale Fred Wiersema presents an elegant case for what it takes to be a market leader in this fiercely competitive and volatile new economy. I plan to send copies to my staff and clients.
Samuel K. Skinner Chairman, President & CEO, US Freightways Corp. The New Market Leaders gives business leaders important and invaluable advice on how the best companies win the battle for customers. The book is a winner!
Philip Kotler author of Kotler on Marketing Wiersema brilliantly demonstrates that the new market leaders turn customer scarcity into customer abundance through superior customer value creation and passion. This is one of the best marketing books in recent years.
D. D. "Del" Hock Former Chairman/CEO, Public Service Company of Colorado Wiersema's extraordinary insights into how market leaders develop their business strategies to win the increasingly competitive battle for customers is a real eye-opener. The book represents an important contribution to business literature...and offers a host of ideas for future market leaders.
James J. O'Connor Retired Chairman & CEO, Unicom Corp. Organizations in today's fast-paced, rapidly changing world need new ways to think about strategy, customers, technology, and growth. Wiersema hits all the bases.
Business strategist, consultant, and author Wiersema (The Discipline of Market Leaders) reiterates what others have said before: owing to increasingly crowded and competitive markets, market leaders face demanding challenges to attract and retain customers. Through company reports, regulatory filings, business publications, and the Internet, the author tracked thousands of companies and identified 100 top market leaders, from a variety of industries, who generated an average annual return of 48 percent for their investors. Out of this group, he profiles several, explains what made them so profitable, analyzes how they outperformed their peers, and discusses how they cope with the new realities of customer scarcity. Wiersema's extensive research started in the late 1980s and ended May 31, 2000. Since then, however, increases in U.S. interest rates and the economy's dramatic slowdown have changed the state of global stock markets and further exacerbated a reduction in spending. The question of who the "new market leaders" are has become moot. As a result, this book is already outdated. A marginal purchase. Belinda Wise, Nassau Community Coll., Garden City, NY Copyright 2001 Cahners Business Information.
Examines the practices of often unorthodox companies dominating the market and revolutionizing business. Explains why traditional measures, such as size of a company or total sales, are no longer adequate markers of a company's prospects, and provides new indexes for sales growth and market value. Identifies 100 influential global businesses and describes the strategies they use to grow twice as fast as their competitors. Wiersema is a business strategist and lecturer. Annotation c. Book News, Inc., Portland, OR (booknews.com)
Read an Excerpt
Meet the New Market Leaders
The idea for this book originated during a World Economic Forum summit meeting in 1996. Over lunch, I joined a number of U.S. and European executives in aan animated discussion about the emerging Internet economy. In the United States, some of the Europeans noted, managers appear fascinated by colorful stories about upstarts, whereas in Europe they show a bias for hard data and solid track records. "Tell me," one person asked, "when you watch all the hype about the the Web and these New Economy players, how do you size up their true influence and potential?" With no satisfactory answer, it occurred to me that we needed a fresh way to look at companies' performance and market strategies, and one that would apply to both conventional and new businesses.
Consider: When Fortune magazine surveyed more than ten ten thousand executives, directors, and securities analysts to compile its 1999 lists of most-admired companies, Catepillar Inc. led the industrial and farm equipment suppliers, and Merrill Lynch & Co., the securities firm.
The question is, did Fortune's list really identify the role models for the New economy? Did it pick out those companies that strongly influence how the marketplace is evolving in this era of unprecedented competition? These questions questions assume critical importance as managers try to cope with today's challenges.
When I designed my own list of the top 100 new market leaders that same year, Caterpillar and Merrill Lynch were not on it. And that was only the beginning of where the lists differed.
My lists included then ( as it still does) Yahoo! Inc., QUALCOMM Inc., Amazon.com, Inc., Amegen Inc., Solectron Corporation, Infinity Broadcasting Corporation, and Carnival Corporation. Theses highfliers and others whose names you recognize instantlybecause their appeal to customers and performances in the stock market over the past several years have been nothing short of phenomenalwere not even mentioned on Fortune's 1999roll of honor. A year later, Fortune still had not recognized them.