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LEADER 04788cam a22005534a 4500

001 ocn144227169;

003 OCoLC;

005 20141211230809.0;

008 070621s2007 enka b 001 0deng ;

010 a| 2007025504;

015 a| GBA7509992| bnb;

016 7 a| 0137835912| Uk;

020 a| 0230550649 (alk. paper);

020 a| 9780230550643 (alk. paper);

035 a| (Sirsi) o144227169;

035 a| (OCoLC)144227169;

041 1 a| engh| ger;

049 a| EREE;

050 00 a| HF5386b| .B2276 2007;

082 00 a| 658.4/092| 22;

100 1 a| Bailom, Franz.=| ^A757306;

240 10 a| Was Top-Unternehmen anders machen.l| English=| ^A757307;

245 10 a| Enduring success :b| what top companies do differently /c| Frank Bailom, Kurt Matzler and Dieter Tschemernjak ; translated by Matthew Stevenson and Annette Joyce.;

246 30 a| What top companies do differently;

260 a| Basingstoke, Hampshire ;a| New York :b| Palgrave Macmillan,c| 2007.;

300 a| x, 204 pages :b| illustrations ;c| 25 cm;

336 a| text2| rdacontent;

337 a| unmediated2| rdamedia;

338 a| volume2| rdacarrier;

504 a| Includes bibliographical references (p. 185-201) and index.;

505 0 a| In search of the secrets of success -- The customer-value competition is pushing many companies to the limit of their possibilities -- Changing market dynamics: the profitability of many companies is increasingly at risk -- Success of the optimisers in the customer-value competition -- The innovators' success in the customer-value competition -- Summary conclusions to phase 1 -- The IMP model: the strategies of winners -- The IMP model -- The result: explaining 50 per cent of corporate success is a lot, but at the same time not to much -- Core findings -- What makes top performers different -- Top performers never settle for today's success -- The most senior executives are themselves the innovation drivers in the company -- Top performers succeed in combining forward-looking market knowledge with sustained competence management -- Top performers show an impressive understanding of innovation -- Top performers rely more on uniqueness than on market share -- Top performers put strong emphasis on culture development -- Market orientation: understanding markets, shaping the future -- Sourcing market knowledge: the new sources of innovation -- From simple to complex markets: understanding the rules of the game -- The new role of market research -- The sales determine the course, not the wind -- The market-based view versus the resource-based view -- The sources of core competences -- Managing core competences -- Corporate culture: the latent potential -- Values and identity as a basis for commitment -- The entrepreneurship culture -- Innovation: improving existing things, creating new things -- Delighting customers with something new -- Cost competition: redesigning processes -- Gearing processes towards the customer -- Developing new business models -- Top management: the architects of success -- Leadership, innovation, and change -- The ability to be lucky -- What do top companies do differently -- The insights of great leaders -- Peter Brabeck-Letmathe, Chairman and CEO, Nestlé SA, Vevey, Switzerland -- Markus Langes-Swarovski, Member of the Executive board, Swarovski -- Prof. Dr Michael Popp and Dr Uwe Baumann, Bionorica AG -- Stefan Pierer, CEO, KTM Sportmotorcycle AG -- René Obermann, CEO, Deutsche Telekom -- Prof. Dr Michael Mirow, former head of strategic planning, Siemens AG -- Peter Lorange, President of IMD Business School, Lausanne -- Hans-Joachim Reck, Partner, Heidrick & Struggles, Germany.;

650 0 a| Success in business.=| ^A134783;

650 0 a| Industrial management.=| ^A6347;

650 0 a| Executivesv| Case studies.=| ^A5515;

700 1 a| Matzler, Kurt.=| ^A757308;

700 1 a| Tschemernjak, Dieter.=| ^A757309;

856 42 3| Contributor biographical informationu| http://www.loc.gov/catdir/enhancements/fy0730/2007025504-b.html;

856 42 3| Publisher descriptionu| http://www.loc.gov/catdir/enhancements/fy0730/2007025504-d.html;

856 41 3| Table of contents onlyu| http://www.loc.gov/catdir/enhancements/fy0730/2007025504-t.html;

994 a| 92b| ERE;

910 a| PromptCat;

938 a| Baker and Taylorb| BTCPn| BK0007155305;

938 a| Baker & Taylorb| BKTYc| 42.50d| 42.50i| 0230550649n| 0007155305s| active;

938 a| YBP Library Servicesb| YANKn| 100470641;

980 a| 2007-11-07b| 42.5d| 0e| 35.7f| 265198g| 30372012998537h| 40014683045i| HF 5386 .B2276 2007;

596 a| 1;

998 a| 1272004;

999 a| HF5386 .B2276 2007w| LCc| 1i| 30372012998537d| 10/4/2011e| 9/14/2011f| 3/25/2009g| 1l| JGESm| JOYNERn| 2r| Ys| Yt| JGESBKu| 11/14/2007x| BOOKz| JSTACKSo| .STAFF. 0;

Enduring success : what top companies do differently / Frank Bailom, Kurt Matzler and Dieter Tschemernjak ; translated by Matthew Stevenson and Annette Joyce.

Author/creator	Bailom, Franz
Other author	Matzler, Kurt.
Other author	Tschemernjak, Dieter.
Format	Book
Publication Info	Basingstoke, Hampshire ; New York : Palgrave Macmillan, 2007.
Description	x, 204 pages : illustrations ; 25 cm
Supplemental Content	Contributor biographical information
Supplemental Content	Publisher description
Supplemental Content	Table of contents only
Subjects	Success in business. Industrial management. Executives--Case studies.

Uniform title	Was Top-Unternehmen anders machen. English
Portion of title	What top companies do differently
Contents	In search of the secrets of success -- The customer-value competition is pushing many companies to the limit of their possibilities -- Changing market dynamics: the profitability of many companies is increasingly at risk -- Success of the optimisers in the customer-value competition -- The innovators' success in the customer-value competition -- Summary conclusions to phase 1 -- The IMP model: the strategies of winners -- The IMP model -- The result: explaining 50 per cent of corporate success is a lot, but at the same time not to much -- Core findings -- What makes top performers different -- Top performers never settle for today's success -- The most senior executives are themselves the innovation drivers in the company -- Top performers succeed in combining forward-looking market knowledge with sustained competence management -- Top performers show an impressive understanding of innovation -- Top performers rely more on uniqueness than on market share -- Top performers put strong emphasis on culture development -- Market orientation: understanding markets, shaping the future -- Sourcing market knowledge: the new sources of innovation -- From simple to complex markets: understanding the rules of the game -- The new role of market research -- The sales determine the course, not the wind -- The market-based view versus the resource-based view -- The sources of core competences -- Managing core competences -- Corporate culture: the latent potential -- Values and identity as a basis for commitment -- The entrepreneurship culture -- Innovation: improving existing things, creating new things -- Delighting customers with something new -- Cost competition: redesigning processes -- Gearing processes towards the customer -- Developing new business models -- Top management: the architects of success -- Leadership, innovation, and change -- The ability to be lucky -- What do top companies do differently -- The insights of great leaders -- Peter Brabeck-Letmathe, Chairman and CEO, Nestlé SA, Vevey, Switzerland -- Markus Langes-Swarovski, Member of the Executive board, Swarovski -- Prof. Dr Michael Popp and Dr Uwe Baumann, Bionorica AG -- Stefan Pierer, CEO, KTM Sportmotorcycle AG -- René Obermann, CEO, Deutsche Telekom -- Prof. Dr Michael Mirow, former head of strategic planning, Siemens AG -- Peter Lorange, President of IMD Business School, Lausanne -- Hans-Joachim Reck, Partner, Heidrick & Struggles, Germany.
Bibliography note	Includes bibliographical references (p. 185-201) and index.
LCCN	2007025504
ISBN	0230550649 (alk. paper)
ISBN	9780230550643 (alk. paper)

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Enduring success : what top companies do differently / Frank Bailom, Kurt Matzler and Dieter Tschemernjak ; translated by Matthew Stevenson and Annette Joyce.

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