The Boston Consulting Group on Strategy

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Overview

This remarkable anthology of articles on strategy and management isan essential companion for executives facing the need to rethinktheir businesses. Whether the task is to defeat new or entrenchedcompetitors, it is often necessary to go back to the basics and toconsider radical departures. The Boston Consulting Group onStrategy will help readers do both because it contains seminalconcepts about reducing costs and gaining market share, as well asnew thinking on the power of networks, pricing and segmentation,and ...

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The Boston Consulting Group on Strategy: Classic Concepts and New Perspectives

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Overview

This remarkable anthology of articles on strategy and management isan essential companion for executives facing the need to rethinktheir businesses. Whether the task is to defeat new or entrenchedcompetitors, it is often necessary to go back to the basics and toconsider radical departures. The Boston Consulting Group onStrategy will help readers do both because it contains seminalconcepts about reducing costs and gaining market share, as well asnew thinking on the power of networks, pricing and segmentation,and the impact of ever cheaper communications anddistribution.

With the exception of several articles that appeared first inthe Harvard Business Review, most of the pieces in this book are"Perspectives," short essays that were originally published by TheBoston Consulting Group for its clients. The ideas they presentwere almost all developed and tested in the course of working withclients worldwide to improve both position and performance.

The Boston Consulting Group (BCG) is regarded as one of thepremier management consulting firms. The Financial Times oncecredited its founder, Bruce Henderson, with inventing the field ofcorporate strategy. The themes that run through BCG'sideas—the importance of competitive advantage, the need to"break compromises" and "de-average" the numbers, the value oftime, and the power of seeing second or third order causes—aremore relevant than ever because the need for effective strategy hasnever been greater. This is a book for managers who want tounderstand how the business world really works and how to changethe course of their companies based on that understanding.

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Editorial Reviews

From the Publisher
"Essential reading for anyone with a serious interest in strategy." (Long Range Planning, 40/2007)
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Product Details

  • ISBN-13: 9780471757221
  • Publisher: Wiley
  • Publication date: 4/28/2006
  • Edition description: REV
  • Edition number: 2
  • Pages: 432
  • Sales rank: 794,565
  • Product dimensions: 6.46 (w) x 9.15 (h) x 1.45 (d)

Meet the Author

Carl W. Stern has been with BCG for thirty-two years. He wasthe CEO of BCG from 1997 to 2003 and presently serves asco-chairman of the board. He holds an MBA from Stanford BusinessSchool.

Michael S. Deimler is a Senior Vice President in theAtlanta office of BCG and the leader of its strategy practice. Heholds an MBA from The Wharton School.
The Boston Consulting Group was founded in 1963 and now hassixty-one offices in thirty-six countries.
For more information, please visit: www.bcg.com/bcgonstrategy

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Table of Contents

Foreword.

Preface.

Acknowledgments.

PART ONE: The Nature of Business Strategy.

Strategic and Natural Competition, Bruce D. Henderson,1980.

PART TWO: The Development of Business Strategy.

Foundations.

The Experience Curve Reviewed: History, Bruce D.Henderson, 1973.

The Experience Curve Reviewed: Why Does It Work? Bruce D.Henderson, 1974.

The Experience Curve Reviewed: Price Stability, Bruce D.Henderson, 1974.

The Pricing Paradox, Bruce D. Henderson, 1970.

The Market-Share Paradox, Bruce D. Henderson, 1970.

More Debt or None? Bruce D. Henderson, 1972.

The Rule of Three and Four, Bruce D. Henderson, 1976.

The Product Portfolio, Bruce D. Henderson, 1970.

The Real Objectives, Bruce D. Henderson, 1976.

Milestones.

Life Cycle of the Industry Leader, Bruce D. Henderson,1972.

The Evils of Average Costing, Richard K. Lochridge,1975.

Specialization or the Full Product Line, Michael C.Goold, 1979.

Stalemate: The Problem, John S. Clarkeson, 1984.

Business Environments, Richard K. Lochridge, 1981.

Revolution on the Factory Floor, Thomas M. Hout andGeorge Stalk Jr., 1982.

Time—The Next Source of Competitive Advantage,George Stalk Jr., 1988.

Competing on Capabilities: The New Rules of CorporateStrategy, George Stalk Jr., Philip B. Evans, and Lawrence E.Shulman, 1992.

Strategy and the New Economics of Information, Philip B.Evans and Thomas S. Wurster, 1997.

Collaboration Rules, Philip Evans and Bob Wolf, 2005.

PART THREE: The Practice of Business Strategy.

The Customer: Segmentation and Value Creation.

Segmentation and Strategy, Seymour Tilles, 1974.

Strategic Sectors, Bruce D. Henderson, 1975.

Specialization, Richard K. Lochridge, 1981.

Specialization: Cost Reduction or Price Realization,Anthony J. Habgood, 1981.

Segment-of-One® Marketing, Richard Winger and DavidEdelman, 1989.

Discovering Your Customer, Michael J. Silverstein andPhilip Siegel, 1991.

Total Brand Management, David C. Edelman and Michael J.Silverstein, 1993.

Pricing Myopia, Philippe Morel, George Stalk Jr., PeterStanger, and Peter Wetenhall, 2003.

Trading Up, Michael J. Silverstein and Neil Fiske, 2003and 2005.

Trading Down: Living Large on $150 a Day, Lucy Brady andMichael J. Silverstein, 2005.

Innovation and Growth.

From the Insight Out, Michael J. Silverstein, 1995.

Capitalizing on Anomalies, Lawrence E. Shulman, 1997.

Breaking Compromises, George Stalk Jr., David K. Pecaut,and Benjamin Burnett, 1997.

A New Product Every Week? Lessons from MagazinePublishing, Gary Reiner and Shikhar Ghosh, 1988.

Innovating for Cash, James P. Andrew and Harold L.Sirkin, 2003.

Acquiring Your Future, Mark Blaxill and Kevin Rivette,2004.

Deconstruction of Value Chains.

The New Vertical Integration, John R. Frantz and ThomasM. Hout, 1993.

The Deconstruction of Value Chains, Carl W. Stern,1998.

How Deconstruction Drives De-Averaging, Philip B. Evans,1998.

Thinking Strategically about E-Commerce, Philip B. Evansand Thomas S. Wurster, 1999.

From “Clicks and Mortar” to “Clicks andBricks,” Philip B. Evans and Thomas S. Wurster, 2000.

Thermidor: The Internet Revolution and After, Philip B.Evans, 2001.

The Online Employee, Michael S. Deimler and Morten T.Hansen, 2001.

Richer Sourcing, Philip B. Evans and Bob Wolf, 2004.

The Real Contest between America and China, Thomas Houtand Jean Lebreton, 2003.

Performance Measurement.

Profit Center Ethics, Bruce D. Henderson, 1971.

The Story of Joe (A Fable), Bruce D. Henderson, 1977.

Controlling for Growth in a Multidivision Business,Patrick Conley, 1968.

Making Performance Measurements Perform, RobertMalchione, 1991.

Economic Value Added, Eric E. Olsen, 1996.

New Directions in Value Management, Eric E. Olsen,2002.

Workonomics, Felix Barber, Jeff Kotzen, Eric Olsen, andRainer Strack, 2002.

Resource Allocation.

Cash Traps, Bruce D. Henderson, 1972.

The Star of the Portfolio, Bruce D. Henderson, 1976.

Anatomy of the Cash Cow, Bruce D. Henderson, 1976.

The Corporate Portfolio, Bruce D. Henderson, 1977.

Renaissance of the Portfolio, Anthony W. Miles, 1986.

Premium Conglomerates, Dieter Heuskel, 1996.

The End of the Public Company—As We Know It, LarryShulman, 2000.

Advantage, Returns, and Growth—In That Order, GerryHansell, 2005.

Organizational Design.

Profit Centers and Decentralized Management, Bruce D.Henderson, 1968.

Unleash Intuition, Richard K. Lochridge, 1984.

Network Organizations, Todd L. Hixon, 1989.

The Myth of the Horizontal Organization, Philippe J.Amouyal and Jill E. Black, 1994.

The Activist Center, Dennis N. Rheault and Simon P.Trussler, 1995.

Shaping Up: The Delayered Look, Ron Nicol, 2004.

A Survivor’s Guide to Organization Redesign, FelixBarber, D. Grant Freeland, and David Brownell, 2002.

Leadership and Change.

Why Change Is So Difficult, Bruce D. Henderson, 1967.

Leadership, Bruce D. Henderson, 1966.

How to Recognize the Need for Change, Carl W. Stern,1983.

Sustained Success, Alan J. Zakon and Richard K.Lochridge, 1984.

Strategy and Learning, Seymour Tilles, 1985.

Let Middle Managers Manage, Jeanie Daniel Duck, 1991.

Jazz versus Symphony, John S. Clarkeson, 1990.

The Change Curve, Jeanie Daniel Duck, 2001.

Leadership in a Time of Uncertainty, Bolko von Oetinger,2002.

Leading in Emotional Times, Jeanie Daniel Duck, 2002.

The Forgotten Half of Change, Luc de Brabandere,2005.

PART FOUR: Business Thinking.

Business Thinking, Bruce D. Henderson, 1977.

Brinkmanship in Business, Bruce D. Henderson, 1967.

Business Chess, Rudyard L. Istvan, 1984.

Probing, Jonathan L. Isaacs, 1985.

Creative Analysis, Anthony W. Miles, 1987.

Make Decisions Like a Fighter Pilot, Mark F. Blaxill andThomas M. Hout, 1987.

The Seduction of Reductionist Thinking, Jeanie DanielDuck, 1992.

Choices, Again, Barry Jones and Larry Shulman, 2003.

The Hardball Manifesto, George Stalk Jr. and RobLachenauer, 2004.

PART FIVE: Social Commentary.

Failure to Compete, Bruce D. Henderson, 1973.

Inf lation and Investment Return, Bruce D. Henderson,1974.

Conflicting Tax Objectives, Bruce D. Henderson, 1975.

Dumping, Bruce D. Henderson, 1978.

Adversaries or Partners? Bruce D. Henderson, 1983.

The Promise of Disease Management, Joshua Gray and PeterLawyer, 1995.

Making Sure Independent Doesn’t MeanIgnorant, Colin Carter and Jay W. Lorsch, 2002.

Index.

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Customer Reviews

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  • Posted December 14, 2008

    Great book for those wanting to excel in thier business and become a leader in their industry

    This was an assigned book in my MBA program and in my opinion was a good choice. <BR/><BR/>The first 40 pages are a little dense, but the majority of the book is very profound. I personally found it interesting that some of the essays were written 30-40 years ago, but are stil very relevant today and in some businesses are considering as "cutting edge." This is testament to BCG's position as a leader in consulting and how good the book is.

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  • Anonymous

    Posted February 26, 2008

    A reviewer

    TBS is a must for all of the world-class organizations. A very good initiative of Time- Based Strategy by BCG. However, the unlimitted speed may effected human spirituality. Collaboration & competition or co-petition is friendly rivalry.

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    Posted December 11, 2011

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    Posted December 7, 2008

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    Posted February 4, 2010

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