We are business growth consultant based at Ahmedabad
We are business growth consultant based at Ahmedabad
Books on Business Growth
Buy Selected Books on "Business Growth" Directly from Amazon
This global bestseller, embraced by organizations and industries worldwide, challenges everything you thought you knew about the requirements for strategic success. Now updated with fresh content from the authors, Blue Ocean Strategy argues that cutthroat competition results in nothing but a bloody red ocean of rivals fighting over a shrinking profit pool. Based on a study of 150 strategic moves (spanning more than 100 years across 30 industries), the authors argue that lasting success comes not from battling competitors but from creating “blue oceans”—untapped new market spaces ripe for growth.
Blue Ocean Strategy presents a systematic approach to making the competition irrelevant and outlines principles and tools any organization can use to create and capture their own blue oceans. This expanded edition includes:
1). A new preface by the authors: Help! My Ocean Is Turning Red.
2). Updates on all cases and examples in the book, bringing their stories up to the present time.
3). Two new chapters and an expanded third one—Alignment, Renewal, and Red Ocean Traps—that address the most pressing questions readers have asked over the past 10 years.
A landmark work that upends traditional thinking about strategy, this bestselling book charts a bold new path to winning the future. Consider this your guide to creating uncontested market space—and making the competition irrelevant.
‘Good To Great: Why Some Companies Make The Leap… And Others Don’t’ is a book that focuses on the concepts which when followed can make a mere good company, a great one! The theories given help the companies to be successful in their business. The author and his expert team set out to find solutions for the handicaps that the small and mediocre companies have to face. The problems can range from the initial teething problems to the mid-life-business feeling of just being good and not great! Their main focus is to help out those businesses which do not have any Godfather in the corporate industry.
The expert team conducted the research for a period of 5 years and analyzed various quantitative as well as qualitative aspects of doing business. It took a sample of 1,435 Fortune 500 companies. The experts assembled thousands of editorials, conducted face-to-face interviews with top executives, went through in-house planning documents and gathered analyst research reports in order to Qualitatively analyze the whole thing. For the Quantitative aspect, financial metrics were analyzed, executive remunerations were examined and comparison of management turnover was done. Besides, the impacts of mergers and acquisitions on the performance were measured. The blending of all the results was then enumerated to find out the ways of transforming a good company into a great one. The team came out with some remarkable concepts on the basis of these research and surveys. They found out that with the help of these tips, the companies would be able to achieve cumulative stock returns of 6.9 times the stock market over a period of 15 years. So, it is a great grab for the CEOs and Management of companies of good companies who want to progress towards being great. The help book is available online at Amazon India.
This is not a book about charismatic visionary leaders. It is not about visionary product concepts or visionary products or visionary market insights. Nor is it about just having a corporate vision. This is a book about something far more important, enduring, and substantial. This is a book about visionary companies.'
Drawing upon a six-year research project at the Stanford University Graduate School of Business, Collins and Porras took eighteen truly exceptional and long-lasting companies and studied each company in direct comparison to one of its top competitors. They examined the companies from their very beginnings to the present day - as start-ups, as midsize companies and as large corporations. Throughout, the authors asked: 'What makes the truly exceptional companies different from other companies?'
Filled with hundreds of specific examples and organized into a coherent framework of practical concepts that can be applied by managers and entrepreneurs at all levels, Built to Last provides a master blueprint for building organizations that will prosper long into the twenty-first century and beyond.
HBR's 10 Must Reads: On Strategy (Harvard Business Review Must Reads) is part of the Must Reads series from the Harvard Business Review. This set contains 10 books on different aspects of business management and self-management. Each book is a concise guide on the discussed topic.
Like in all the other books in the series, this book contains 10 essays on organizational strategy written by subject matter experts. This book begins by explaining what strategy is, Then, it goes on to present special and practical concepts in creating, defining, elucidating and implementing strategy. The book has articles that show readers how to create an identity for an organization that distinguishes it from its competitors and how to define what the organizational will and won't do.
These books shows readers how to create blue oceans of niche, uncontested markets and how to define strategy in a single memorable phrase. Other articles in these books explain concepts like using the Balanced Scorecard method to measure strategy and how to allocate resources effectively. They discuss how to define priorities explicitly and how to clearly delineate decision roles to enhance organizational performance.
These books provide managers and decision makers with knowledge on the best practices in their field and the latest emerging techniques being applied in the field. HBR's 10 Must Reads: On Strategy (Harvard Business Review Must Reads) was published by Harvard Business Review Press in 2011 and is available in paperback.
Since the invention of double-entry bookkeeping, managers have judged a company's worth by sales and profits. Now, Richard J. Schonberger, the architect of the worldwide Just-In-Time revolution, reaches beyond "financials" to redefine excellence -- and reveals, with new benchmark data, how pioneers become dynasties.
Schonberger's pathbreaking new research reveals that, from 1950 to 1995, while "financials" dipped and soared repeatedly, industrial decline and ascendancy correlated perfectly with inventory turnover -- one of two key nonfinancial indicators and a bedrock measure, along with customer satisfaction, of a company's power, strength, and value. In this immensely readable book, he captures these new metrics -- the true predictions of future success -- in 16 customer-focused principles created from self-scored reports supplied by over 100 pioneering manufacturers in nine countries. Armed with new world-class benchmark data, Schonberger redefines excellence in terms of competence, capability, and customer-focused, employee-driven, data-based performance.
For front-tine associates to senior executives, Schonberger has written manufacturing's action agenda for the next decade. This book will be indispensable reading for manufacturing and general managers in all industries, as well as for pension fund managers, institutional investors, stock analysts, and stockbrokers.
It’s an axiom of business that great companies grow their revenues and profits year after year. Yet quietly, under the radar, a small number of companies have rejected the pressure of endless growth to focus on more satisfying business goals. Goals like being great at what they do, creating a great place to work, providing great customer service, making great contributions to their communities, and finding great ways to lead their lives.
In Small Giants, veteran journalist Bo Burlingham takes us deep inside fourteen remarkable companies that have chosen to march to their own drummer. They include Anchor Brewing, the original microbrewer; CitiStorage Inc., the premier independent records-storage business; Clif Bar & Co., maker of organic energy bars and other nutrition foods; Righteous Babe Records, the record company founded by singer-songwriter Ani DiFranco; Union Square Hospitality Group, the company of restaurateur Danny Meyer; and Zingerman’s Community of Businesses, including the world-famous Zingerman’s Deli of Ann Arbor.
Burlingham shows how the leaders of these small giants recognized the full range of choices they had about the type of company they could create. And he shows how we can all benefit by questioning the usual definitions of business success. In his new afterward, Burlingham reflects on the similarities and learning lessons from the small giants he covers in the book.
Amidst the desolate landscape of fallen great companies, Jim Collins began to wonder: How do the mighty fall? Can decline be detected early and avoided? How far can a company fall before the path toward doom becomes inevitable and unshakable? How can companies reverse course?
In How the Mighty Fall, Collins confronts these questions, offering leaders the well-founded hope that they can learn how to stave off decline and, if they find themselves falling, reverse their course. Collins' research project-more than four years in duration-uncovered five step-wise stages of decline:
Stage 1: Hubris Born of Success
Stage 2: Undisciplined Pursuit of More
Stage 3: Denial of Risk and Peril
Stage 4: Grasping for Salvation
Stage 5: Capitulation to Irrelevance or Death
By understanding these stages of decline, leaders can substantially reduce their chances of falling all the way to the bottom.
Great companies can stumble, badly, and recover.
Every institution, no matter how great, is vulnerable to decline. There is no law of nature that the most powerful will inevitably remain at the top. Anyone can fall and most eventually do. But, as Collins' research emphasizes, some companies do indeed recover-in some cases, coming back even stronger-even after having crashed into the depths of Stage 4.
Decline, it turns out, is largely self-inflicted, and the path to recovery lies largely within our own hands. We are not imprisoned by our circumstances, our history, or even our staggering defeats along the way. As long as we never get entirely knocked out of the game, hope always remains. The mighty can fall, but they can often rise again.
THE NEW QUESTION
Ten years after the worldwide bestseller Good to Great, Jim Collins returns with another groundbreaking work, this time to ask: Why do some companies thrive in uncertainty, even chaos, and others do not? Based on nine years of research, buttressed by rigorous analysis and infused with engaging stories, Collins and his colleague, Morten Hansen, enumerate the principles for building a truly great enterprise in unpredictable, tumultuous, and fast-moving times.
THE NEW STUDY
Great by Choice distinguishes itself from Collins's prior work by its focus not just on performance, but also on the type of unstable environments faced by leaders today. With a team of more than twenty researchers, Collins and Hansen studied companies that rose to greatness - beating their industry indexes by a minimum of ten times over fifteen years - in environments characterized by big forces and rapid shifts that leaders could not predict or control. The research team then contrasted these "10X companies" to a carefully selected set of comparison companies that failed to achieve greatness in similarly extreme environments.
THE NEW FINDINGS
The study results were full of provocative surprises. Such as:
* The best leaders were not more risk taking, more visionary, and more creative than the comparisons; they were more disciplined, more empirical, and more paranoid.
* Innovation by itself turns out not to be the trump card in a chaotic and uncertain world; more important is the ability to scale innovation, to blend creativity with discipline.
* Following the belief that leading in a "fast world" always requires "fast decisions" and "fast action" is a good way to get killed.
* The great companies changed less in reaction to a radically changing world than the comparison companies.
In his new book, Microsoft chairman and CEO Bill Gates discusses how technology can help run businesses better today and how it will transform the nature of business in the near future. Gates stresses the need for managers to view technology not as overhead but as a strategic asset, and offers detailed examples from Microsoft, GM, Dell, and many other successful companies. Companion Web site.
Conventional accounting uses the logical (albeit, flawed) formula: Sales - Expenses = Profit. The problem is, businesses are run by humans and humans aren't always logical. Serial entrepreneur Mike Michalowicz has developed a behavioral approach to accounting to flip the formula: Sales - Profit = Expenses. Just as the most effective weight loss strategy is to limit portions by using smaller plates, Michalowicz shows that by taking profit first and apportioning only what remains for expenses, entrepreneurs will transform their businesses from cash-eating monsters to profitable cash cows. Using Michalowicz's Profit First system, readers will learn that:-Following 4 simple principles can simplify accounting and make it easier to manage a profitable business by looking at bank account balances.-A small, profitable business can be worth much more than a large business surviving on its top line.-Businesses that attain early and sustained profitability have a better shot at achieving long-term growth.With dozens of case studies, practical, step-by-step advice and his signature sense of humor, Michalowicz has the game-changing roadmap for any entrepreneur to make money they always dreamed of.
A new marketing paradigm focuses on the concentrated economic power of 600 global cities. City-Centered Marketing: Why Local is the Future of Global Business is a compelling practical analysis of a new direction of marketing within the context of intensifying urbanization and the shift of global economy from West to East. Philip Kotler, one of the world's foremost marketing experts, and his brother Milton, an international marketing strategist, explain why the future of marketing must focus on top global cities and their metro regions, and not squandered resources on small cities. Marketing is city-centered activity. 600 global cities will contribute 65 percent of the global GDP of $67 trillion by 2025. The top 100 cities will contribute 25 percent of GDP, and 440 of these top 600 cities will be in the developing world. Top cities have to improve their marketing prowess in compete for the right companies and settling on the best terms. By 2025, the vast majority of consuming and middle-income households will be in developing regions. While New York, Los Angeles, and Chicago will remain major players because of high per-capita GDP and capital and intellectual assets, companies will pay more attention to growing city regions in the developing world. Multinational businesses must change the culture of their headquarters, divisions and branches, as well as their value chain stakeholders to take advantage of these market changes. The book details the strategies for sustainable growth with topics like: * Resource allocation in developed versus developing city markets * Shifting the focus to city regions instead of central governments * The rise of new multinational corporations from developing economies * Declining consumer and business growth in developed cities Cities in China, Brazil, India, and throughout the Middle East and Latin America are rising to become major players in the global marketplace. Philip and Milton Kotler argue that an inversion is taking place, and top cities are growing economically faster than their national rate of growth. These emerging city markets are critical to company growth , and City-Centered Marketing: Why Local is the Future of Global Business provides the vital information and guidelines that companies need to plan accordingly.