Enduring Success What Top Companies Do Differently
by Matzler, Kurt; Bailorn, Franz; Tschemernjak, DieterFormat: Paperback
Pub. Date: 2007-09-15
Publisher(s): Palgrave Macmillan
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Summary
Why are some companies able to achieve success, even under difficult circumstances, whereas others struggle and face problems? The results of this large-scale study of over 1,000 top companies and leaders, such as Nestlé, T-Mobile, Peter Brabeck-Lathmate, René Obermann and Markus Langes-Swarovski, are clear. Success doesn't depend on the market situation, but on the management of the company. The book looks at the success factors of high-performing companies, and how they perform in areas such as innovation, market orientation, core competencies, and leadership.
Author Biography
Kurt Matzler is in the Department of Marketing and International Management, University of Klagenfurt, Austria. Franz Bailom and Dieter Tschemernjak are Innovative Management Partners at IMP, Austria.
Table of Contents
| Foreword | p. ix |
| In search of the secrets of success | p. 1 |
| The customer-value competition is pushing many companies to the limit of their possibilities | p. 7 |
| Changing market dynamics - the profitability of many companies is increasingly at risk | p. 8 |
| Success of the optimizers in the customer-value competition | p. 11 |
| The innovators' success in the customer-value competition | p. 13 |
| Summary conclusions to phase 1 | p. 14 |
| The IMP Model: The strategies of winners | p. 23 |
| The IMP Model | p. 25 |
| The result: Explaining 50 percent of corporate success is a lot, but at the same time not much | p. 26 |
| Core findings | p. 27 |
| What makes top performers different | p. 35 |
| Top performers never settle for today's success | p. 36 |
| The most senior executives are themselves the innovation drivers in the company | p. 38 |
| Top performers succeed in combining forward-looking market knowledge with sustained competence management | p. 42 |
| Top performers show an impressive understanding of innovation | p. 44 |
| Top performers rely more on uniqueness than on market share | p. 47 |
| Top performers put strong emphasis on culture development | p. 50 |
| Market orientation: Understanding markets, shaping the future | p. 55 |
| Sourcing market knowledge: The new sources of innovation | p. 55 |
| From simple to complex markets: Understanding the rules of the game | p. 63 |
| The new role of market research | p. 71 |
| The sails determine the course, not the wind | p. 77 |
| The market-based view versus the resource-based view | p. 77 |
| The sources of core competences | p. 83 |
| Managing core competences | p. 91 |
| Corporate culture: The latent potential | p. 99 |
| Values and identity as a basis for commitment | p. 102 |
| The entrepreneurship culture | p. 105 |
| Innovation: Improving existing things, creating new things | p. 113 |
| Delighting customers with something new | p. 114 |
| Cost competition: Redesigning processes | p. 120 |
| Gearing processes toward the customer | p. 125 |
| Developing new business models | p. 129 |
| Top management: The architects of success | p. 133 |
| Leadership, innovation, and change | p. 134 |
| The ability to be lucky | p. 139 |
| What do top companies do differently | p. 145 |
| The insights of great leaders | p. 151 |
| Peter Brabeck-Letmathe, Chairman and CEO, Nestle SA, Vevey, Switzerland | p. 151 |
| Markus Langes-Swarovski, member of the executive board, Swarovski | p. 156 |
| Prof. Dr Michael Popp and Dr Uwe Baumann, Bionorica AG | p. 160 |
| Stefan Pierer, CEO, KTM sportmotorcycle AG | p. 165 |
| Rene Obermann, CEO, Deutsche Telekom | p. 170 |
| Prof. Dr Michael Mirow, Former Head of Strategic Planning, Siemens AG | p. 175 |
| Peter Lorange, President of IMD Business School, Lausanne | p. 177 |
| Hans-Joachim Reck, Partner, Heidrick & Struggles, Germany | p. 181 |
| Notes | p. 185 |
| Bibliography | p. 193 |
| Index | p. 203 |
| Table of Contents provided by Ingram. All Rights Reserved. |
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