{"product_id":"discount-business-strategy-how-the-new-market-leaders-are-redefining-business-strategy-hardback-9780470033531","title":"Discount Business Strategy; How the New Market Leaders are Redefining Business Strategy (Hardback) 9780470033531","description":"\u003cfont face=\"Georgia\"\u003e\r\n\u003cp\u003e\u003cfont size=\"6\"\u003eDiscount Business Strategy\u003c\/font\u003e\u003cbr\u003e\r\n\u003cfont size=\"5\"\u003eHow the New Market Leaders are Redefining Business Strategy\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\r\n\r\n\u003cp\u003e\u003cfont size=\"4\"\u003eMichael Moesgaard Andersen (Author), Flemming Poulfelt (Author)\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e9780470033531, Wiley\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eHardback, published 22 September 2006\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e320 pages\u003cbr\u003e22.8 x 16.2 x 2.4 cm, 0.595 kg\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\r\n\u003cp align=\"justify\"\u003e\u003cem\u003e\u003cfont size=\"3\"\u003e\"pleasant to read and informative\" (\u003ci\u003ePetroleum Review\u003c\/i\u003e, December 2006)\u003c\/font\u003e\u003c\/em\u003e\u003c\/p\u003e\r\n\r\n\u003cp align=\"justify\"\u003e\u003cstrong\u003e\u003cfont size=\"3\"\u003e\u003cb\u003eWhat people are saying about \u003ci\u003eDiscount Business Strategy\u003c\/i\u003e:\u003c\/b\u003e \u003cp\u003e\"Michael Andersen and Flemming Poulfelt provide a provocative discussion of the rapidly growing role of discounters across numerous industries: how they operate; how they create uniqueness; and how they can destroy value for incumbents. Understanding the specific moves and tools that the authors analyze will be valuable for attackers and incumbents alike.\"\u003cbr\u003e —\u003cb\u003eAdrian J. Slywotzky\u003c\/b\u003e, Director, Mercer Management Consulting USA\u003c\/p\u003e \u003cp\u003e\"This book is very timely, dealing with today's most critical strategic issue: how to provide more value to the consumer through aggressive discounting. Those players in manufacturing and distribution who master this will be the winners; many established firms will fall by the wayside. A similar set of issues are facing many nations today - Europe vs. Asia!\"\u003cbr\u003e —\u003cb\u003ePeter Lorange\u003c\/b\u003e, President, IMD, Switzerland\u003c\/p\u003e \u003cp\u003e\"Andersen and Poulfelt have researched one of the most important themes in today's business world - how fundamentally new business models have wiped out establishments not with new products or technologies, but by creating new rules for conventional industries. Read this book and learn how to recognize the disruption of your industry before it is too late!\"\u003cbr\u003e —\u003cb\u003eSigurd Liljenfeld\u003c\/b\u003et, Senior Partner, Monitor Group, France\u003c\/p\u003e \u003cp\u003e\"This book asks if a firm can have its cake and eat it too - that is, maintain high quality at low prices. My favourite example and shopping place is big box Costco. Ikea is another. A must read for a broad audience concerned about corporate survival!\"\u003cbr\u003e —\u003cb\u003eProfessor Larry E. Greiner\u003c\/b\u003e, Marshall School of Business, University of Southern California, USA\u003c\/p\u003e \u003cp\u003eThe aspiration to adopt the right strategy still prevails over the business world. But is there a single 'best' strategy for a company? Can an organization create sustainable competitive advantage from an 'off-the-peg' strategy? And are most companies likely to craft a strategy that genuinely creates uncontested market space and makes the competition irrelevant?\u003c\/p\u003e \u003cp\u003eThe answer to all these questions is probably 'No'. And the rising tide of companies like Dell, CostCo, Skype and Linux means that asking them at all may soon be futile. While strategists have foundered in old paradigms, a new breed of competitors has emerged. Value destroyers. Old-style thinking understood value destruction when it was confined to an industry and driven by a new product or technology. But what are the implications when the destruction stems from a new way of thinking - from a strategy that simultaneously creates value?\u003c\/p\u003e \u003cp\u003eThe implications are enormous. Every company in every industry is potentially at risk.\u003c\/p\u003e \u003cp\u003eThis risk - or opportunity - is precisely the reason for this book and its focus on exploring why and how some companies have bridged the gap between differentiator and cost leader strategies to emerge as winners in hypercompetitive markets, and what this entails in terms of value destruction and creation. Discounting organizations are here to stay - are you?\u003c\/p\u003e\u003c\/font\u003e\u003c\/strong\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e\u003cp\u003eForeword xi\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 Why are some companies more successful than others? 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe real life laboratory 1\u003c\/p\u003e \u003cp\u003eCreating value and simultaneous destruction 3\u003c\/p\u003e \u003cp\u003eThe volume game 6\u003c\/p\u003e \u003cp\u003eSimplicity – the word of the day 10\u003c\/p\u003e \u003cp\u003eCut to the core 12\u003c\/p\u003e \u003cp\u003eService? Something we’d rather do ourselves 15\u003c\/p\u003e \u003cp\u003eThe black box of strategy turned upside down 17\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 The oxymoron of existing strategies: where do we go from here? 19\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eConventional strategic thinking 19\u003c\/p\u003e \u003cp\u003eThe generic strategy framework 20\u003c\/p\u003e \u003cp\u003ePorter challenged 23\u003c\/p\u003e \u003cp\u003eMixed strategies – the airline industry 26\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 When discount strategy becomes important 35\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHyper competitive markets and traditional strategy 35\u003c\/p\u003e \u003cp\u003eThe position of a discount strategy 38\u003c\/p\u003e \u003cp\u003eA single form – a simple form? 41\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 CBB 43\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCultivating a hyper competitive market by way of a consistent approach to the notion of discount strategy 43\u003c\/p\u003e \u003cp\u003eA contradiction to the bursting of the IT-bubble 43\u003c\/p\u003e \u003cp\u003eThe mobile sector – hyper-competition 44\u003c\/p\u003e \u003cp\u003eCBB as the enhanced service provider 46\u003c\/p\u003e \u003cp\u003eThe original mission and strategy 47\u003c\/p\u003e \u003cp\u003eCrisis and the filing of a petition for bankruptcy 48\u003c\/p\u003e \u003cp\u003eThe discount strategy – not a single quick fix 50\u003c\/p\u003e \u003cp\u003eNew management 50\u003c\/p\u003e \u003cp\u003eReinvention of the IT-systems 51\u003c\/p\u003e \u003cp\u003eA new customer care concept 52\u003c\/p\u003e \u003cp\u003eNew brand and branding 53\u003c\/p\u003e \u003cp\u003eReverse relationship marketing 54\u003c\/p\u003e \u003cp\u003ePolitical mass marketing 55\u003c\/p\u003e \u003cp\u003eReorganization of the distribution 56\u003c\/p\u003e \u003cp\u003eCost cutting programs 57\u003c\/p\u003e \u003cp\u003eActive price leadership 57\u003c\/p\u003e \u003cp\u003eCBB’s discount product – cheaper and better 58\u003c\/p\u003e \u003cp\u003eProduct production characteristics 58\u003c\/p\u003e \u003cp\u003eProduct marketing characteristics 62\u003c\/p\u003e \u003cp\u003eCBB’s use of price as a tactical weapon 64\u003c\/p\u003e \u003cp\u003eThe importance of the price vis-a-vis the customers 64 `\u003c\/p\u003e \u003cp\u003eActive leadership in price wars 65\u003c\/p\u003e \u003cp\u003eResults – best in class 68\u003c\/p\u003e \u003cp\u003eA revolution in the mobile sector? 70\u003c\/p\u003e \u003cp\u003ePerspectives 72\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Lidl 75\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGaining ground in a hyper competitive market by a consistent discount strategy 75\u003c\/p\u003e \u003cp\u003eThe German conquest 75\u003c\/p\u003e \u003cp\u003eThe grocery retail sector – hyper-competition 76\u003c\/p\u003e \u003cp\u003eThe original mission and strategy of Lidl 81\u003c\/p\u003e \u003cp\u003eThe discount strategy – all encompassing 82\u003c\/p\u003e \u003cp\u003eStructured to control the impact of external factors 83\u003c\/p\u003e \u003cp\u003eLeadership through continuity 84\u003c\/p\u003e \u003cp\u003eThe look and feel of Lidl 84\u003c\/p\u003e \u003cp\u003eHigh service level with a discount concept 87\u003c\/p\u003e \u003cp\u003eSqueezing the brands 89\u003c\/p\u003e \u003cp\u003eAggressive go to market strategy 91\u003c\/p\u003e \u003cp\u003ePublicity through secrecy 94\u003c\/p\u003e \u003cp\u003eActive price leadership 95\u003c\/p\u003e \u003cp\u003eLidl’s discount product – cheaper and better 96\u003c\/p\u003e \u003cp\u003eProduct marketing characteristics 99\u003c\/p\u003e \u003cp\u003eThe use of price as a tactical weapon 99\u003c\/p\u003e \u003cp\u003eActive leadership in price wars 100\u003c\/p\u003e \u003cp\u003eResults – top of the class 101\u003c\/p\u003e \u003cp\u003ePerspectives 103\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Ryanair 105\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eReshaping a competitive market through a consistent discount strategy 105\u003c\/p\u003e \u003cp\u003eFlying with the giants 105\u003c\/p\u003e \u003cp\u003eThe airline industry – liberalized to full competition 106\u003c\/p\u003e \u003cp\u003eThe early days of deregulation 108\u003c\/p\u003e \u003cp\u003eTowards the liberalized sky with a new strategy 109\u003c\/p\u003e \u003cp\u003eA transformed and polarized industry 111\u003c\/p\u003e \u003cp\u003eRyanair as the alternative independent carrier 114\u003c\/p\u003e \u003cp\u003eFinancial collapse evaded at the 11th hour 115\u003c\/p\u003e \u003cp\u003eThe no frills, low fare strategy – not just one route 116\u003c\/p\u003e \u003cp\u003eNew management 116\u003c\/p\u003e \u003cp\u003eCost cutting programs 119\u003c\/p\u003e \u003cp\u003eProductivity-based compensation schemes 119\u003c\/p\u003e \u003cp\u003eOutsourcing to third parties 120\u003c\/p\u003e \u003cp\u003eRe-organizing sales and distribution 121\u003c\/p\u003e \u003cp\u003eHarmonizing and scrutinizing the fleet 123\u003c\/p\u003e \u003cp\u003eCustomer care concept 125\u003c\/p\u003e \u003cp\u003eNew brand and branding 128\u003c\/p\u003e \u003cp\u003ePolitical mass marketing 129\u003c\/p\u003e \u003cp\u003eActive price leadership 131\u003c\/p\u003e \u003cp\u003eRyanair’s discount product – cheaper and better 132\u003c\/p\u003e \u003cp\u003eProduct production characteristics 133\u003c\/p\u003e \u003cp\u003eProduct marketing characteristics 135\u003c\/p\u003e \u003cp\u003eThe use of price as a tactical weapon 136\u003c\/p\u003e \u003cp\u003eThe customers’ perception of price 136\u003c\/p\u003e \u003cp\u003eLeading the price wars 138\u003c\/p\u003e \u003cp\u003eResults – Best in class 139\u003c\/p\u003e \u003cp\u003ePerspectives – a revolution in the airline industry? 141\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 The building blocks of a discount business strategy 145\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMaturity and liberalization in different industries 145\u003c\/p\u003e \u003cp\u003eThe building blocks of a ‘discount strategy’ 147\u003c\/p\u003e \u003cp\u003eThe product 150\u003c\/p\u003e \u003cp\u003eThe brand 152\u003c\/p\u003e \u003cp\u003eThe customers 153\u003c\/p\u003e \u003cp\u003eTechnology 155\u003c\/p\u003e \u003cp\u003eThe four blocks as one discount strategy 156\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 The attractiveness of the core product 159\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFrom peaceful coexistence to disruption 159\u003c\/p\u003e \u003cp\u003eDisruption and the corresponding value destruction 161\u003c\/p\u003e \u003cp\u003eLean and unbundled nature of the discount product 165\u003c\/p\u003e \u003cp\u003eSelf-service an important ingredient 172\u003c\/p\u003e \u003cp\u003eAggressive pricing 177\u003c\/p\u003e \u003cp\u003eDemand-driven products 180\u003c\/p\u003e \u003cp\u003eValue creation 182\u003c\/p\u003e \u003cp\u003eBack to basics 184\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 A good brand is much more than a good brand 185\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe growing importance of ‘brandr’ 185\u003c\/p\u003e \u003cp\u003e‘You need to invest money in the establishment of a good brand’ 187\u003c\/p\u003e \u003cp\u003eWe cannot afford to spend 188\u003c\/p\u003e \u003cp\u003eDavid against Goliath 193\u003c\/p\u003e \u003cp\u003eThe Gorilla image 199\u003c\/p\u003e \u003cp\u003eBranding as a tool-kit in the discount strategy 204\u003c\/p\u003e \u003cp\u003eLow prices as a new corporate social responsibility position 206\u003c\/p\u003e \u003cp\u003eBrand extension and discount 207\u003c\/p\u003e \u003cp\u003eThe good brand 209\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 The discount customer and social capital 211\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe pivotal role of the customer in a discount strategy 211\u003c\/p\u003e \u003cp\u003eCustomers as social capital 214\u003c\/p\u003e \u003cp\u003eSocial capital and the discount customers – the X factor 214\u003c\/p\u003e \u003cp\u003eThe social factor in the discount strategy 215\u003c\/p\u003e \u003cp\u003eSocial capital and egalitarianism 219\u003c\/p\u003e \u003cp\u003eThe dismissal of relationship marketing 221\u003c\/p\u003e \u003cp\u003ePsychology, culture and the discount strategy 224\u003c\/p\u003e \u003cp\u003eThe view on discount 224\u003c\/p\u003e \u003cp\u003eExploitation of the cognitive dissonance 225\u003c\/p\u003e \u003cp\u003eLife-style and satisfaction 227\u003c\/p\u003e \u003cp\u003eThe advent of the viral ambassador 228\u003c\/p\u003e \u003cp\u003eThe patronizing of customers 230\u003c\/p\u003e \u003cp\u003eThe rise and fall of patronizing 230\u003c\/p\u003e \u003cp\u003eIncreasing brand promiscuity 231\u003c\/p\u003e \u003cp\u003eSimplicity prevails 233\u003c\/p\u003e \u003cp\u003eHow to save costs and increase perceived quality? 234\u003c\/p\u003e \u003cp\u003eThe main execution tactics 234\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 Finding the suitable technology 237\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFinding technology 241\u003c\/p\u003e \u003cp\u003eThe innovator’s dilemma and the innovator’s solution 244\u003c\/p\u003e \u003cp\u003eThe choice of ‘discount’ technology 246\u003c\/p\u003e \u003cp\u003eProven technology 248\u003c\/p\u003e \u003cp\u003eScalability 248\u003c\/p\u003e \u003cp\u003eTechnology supporting the simple 249\u003c\/p\u003e \u003cp\u003eImpact on back office system 249\u003c\/p\u003e \u003cp\u003eTechnological exuberance avoided 253\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12 Value creation and value destruction 257\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStrategy and war 258\u003c\/p\u003e \u003cp\u003eStrategy revisited 264\u003c\/p\u003e \u003cp\u003eThe building blocks of the discount strategy model 265\u003c\/p\u003e \u003cp\u003eThe various execution processes 269\u003c\/p\u003e \u003cp\u003e\u003cb\u003e13 Epilogue 273\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHow to reflect thoroughly on the wider repercussions of successful discount business strategies? 273\u003c\/p\u003e \u003cp\u003eNotes 279\u003c\/p\u003e \u003cp\u003eBibliography 287\u003c\/p\u003e \u003cp\u003eIndex 291\u003c\/p\u003e\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eSubject Areas: Business \u0026amp; management [\u003ca title=\"See our other books on Business \u0026amp; management\" href=\"https:\/\/freshlyprintedbooks.co.uk\/search?q=%22Business%20\u0026amp;%20management%20%5BKJ%5D%22\"\u003eKJ\u003c\/a\u003e]\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\u003c\/font\u003e","brand":"Wiley","offers":[{"title":"Brand New","offer_id":52256531775768,"sku":"9780470033531","price":36.49,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0730\/2037\/5320\/files\/9780470033531.jpg?v=1781274829","url":"https:\/\/freshlyprintedbooks.co.uk\/products\/discount-business-strategy-how-the-new-market-leaders-are-redefining-business-strategy-hardback-9780470033531","provider":"Freshly Printed Books","version":"1.0","type":"link"}