商业折扣战略方法与实施 Discount Business Strategy 在线下载 pdf mobi 2025 epub 电子版

　　What people are saying about Discount Business Strategy: "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."—Adrian J. Slywotzky, Director, Mercer Management Consulting USA 　

"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!"—Peter Lorange, President, IMD, Switzerland

"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!"—Sigurd Liljenfeldt, Senior Partner, Monitor Group, France

"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!"—Professor Larry E. Greiner, Marshall School of Business, University of Southern California, USA

The 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?

The 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?

The implications are enormous. Every company in every industry is potentially at risk.

This 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?

Foreword.

1. Why are some companies more successful than others?

　The real life laboratory.

　Creating value and simultaneous destruction.

　The volume game.

　Simplicity the word of the day.

　Cut to the core.

　Service? Something we’d rather do ourselves.

　The black box of strategy turned upside down.

2. The oxymoron of existing strategies: where do we go from here?

　Conventional strategic thinking.

　The generic strategy framework.

　Porter challenged.

　Mixed strategies—the airline industry.

3. When discount strategy becomes important.

　Hyper competitive markets and traditional strategy.

　The position of a discount strategy.

　A single form—a simple form?

4. Case 1: CBB.

　Cultivating a hyper competitive market by way of a consistent approach to the notion of discount strategy.

　A contradiction to the bursting of the IT-bubble.

　The mobile sector—hyper competition.

　CBB as the enhanced service provider.

　The original mission and strategy.

　Crisis and the filing of a petition for bankruptcy.

　The discount strategy—not a single quick fix.

　New management.

　Reinvention of the IT-systems.

　A new customer care concept.

　New brand and branding.

　Reverse relationship marketing.

　Political mass marketing.

　Reorganization of the distribution.

　Cost cutting programs.

　Active price leadership.

　CBB’s discount product—cheaper and better.

　Product production characteristics.

　Product marketing characteristics.

　CBB’s use of price as a tactical weapon.

　The importance of the price vis-à-vis the customers.

　Active leadership in price wars.

　Results—best in class.

　A revolution in the mobile sector?

　Perspectives.

5. Case 2: Lidl.

　Gaining ground in a hyper competitive market by a consistent discount strategy.

　The German conquest.

　The grocery retail sector—hyper competition.

　The original mission and strategy of Lidl.

　The discount strategy—all encompassing.

　Structured to control the impact of external factors.

　Leadership through continuity.

　The look and feel of Lidl.

　High service level with a discount concept.

　Squeezing the brands.

　Aggressive go to market strategy.

　Publicity through secrecy.

　Active price leadership.

　Lidl’s discount product—cheaper and better.

　Product marketing characteristics.

　The use of price as a tactical weapon.

　Active leadership in price wars.

　Results—top of the class.

　Perspectives.

6. Case 3: Ryanair.

　Reshaping a competitive market through a consistent discount strategy.

　Flying with the giants.

　The airline industry—liberalized to full competition.

　The early days of deregulation.

　Towards the liberalized sky with a new strategy.

　A transformed and polarized industry.

　Ryanair as the alternative independent carrier.

　Financial collapse evaded at the 11th hour.

　The no frills, low fare strategy—not just one route.

　New management.

　Cost cutting programs.

　Productivity-based compensation schemes.

　Outsourcing to third parties.

　Re-organizing sales and distribution.

　Harmonizing and scrutinizing the fleet.

　Customer care concept.

　New brand and branding.

　Political mass marketing.

　Active price leadership.

　Ryanair’s discount product—cheaper and better.

　Product production characteristics.

　Product marketing characteristics.

　The use of price as a tactical weapon.

　The customers’ perception of price.

　Leading the price wars.

　Results—Best in class.

　Perspectives—a revolution in the airline industry?

7. The building blocks of a discount business strategy.

　Maturity and liberalization in different industries.

　The building blocks of a ‘discount strategy’.

　The product.

　The brand.

　The customers.

　Technology.

　The four blocks as one discount strategy.

8. The attractiveness of the core product.

　From peaceful coexistence to disruption.

　Disruption and the corresponding value destruction.

　Lean and unbundled nature of the discount product.

　Self-service an important ingredient.

　Aggressive pricing.

　Demand-driven products.

　Value creation.

　Back to basics.

9. A good brand is much more than a good brand.

　The growing importance of ‘brandr’.

　‘You need to invest money in the establishment of a good brand’.

　We cannot afford to spend.

　David against Goliath.

　The Gorilla image.

　Branding as a tool-kit in the discount strategy.

　Low prices as a new corporate social responsibility position.

　Brand extension and discount .

　The good brand.

10. The discount customer and social capital.

　The pivotal role of the customer in a discount strategy.

　Customers as social capital.

　Social capital and the discount customers—the X factor.

　The social factor in the discount strategy.

　Social capital and egalitarianism.

　The dismissal of relationship marketing.

　Psychology, culture and the discount strategy.

　The View on discount.

　Exploitation of the cognitive dissonance.

　Life-style and satisfaction.

　The advent of the viral ambassador.

　The patronizing of customers.

　The rise and fall of patronizing.

　Increasing brand promiscuity.

　Simplicity prevails.

　How to save costs and increase perceived quality?

　The main execution tactics.

11. Finding the suitable technology.

　Finding technology.

　The innovator’s dilemma and the innovator’s solution.

　The choice of ‘discount’ technology.

　Proven technology.

　Scalability.

　Technology supporting the simple.

　Impact on back office system.

　Technological exuberance avoided.

12. Value creation and value destruction.

　Strategy and war.

　Strategy revisited.

　The building blocks of the discount strategy model.

　The various execution processes.

13. Epilogue.

　How to reflect thoroughly on the wider repercussions of successful discount business strategies?

Notes.

Bibliography.

Index.

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作者简介：

Michael Moesgaard Andersen is CEO of Andersen Advisory Group A/S. He and his team have provided strategy advice to numerous companies and public organizations around the world, and he is also directly involved in business development through his own venture capital company. He has worked as a lecturer at Copenhagen University and as external examiner at Copenhagen Business School, and is a frequent speaker at conferences. He is the author of numerous articles and two books on technology and management issues.

书籍介绍

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What people are saying about Discount Business Strategy : "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."

—Adrian J. Slywotzky, Director, Mercer Management Consulting USA "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!"

—Peter Lorange, President, IMD, Switzerland "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!"

—Sigurd Liljenfeldt, Senior Partner, Monitor Group, France "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!"

—Professor Larry E. Greiner, Marshall School of Business, University of Southern California, USA The 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? The 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? The implications are enormous. Every company in every industry is potentially at risk. This 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?

• 作者：书庭 发布时间：2018-04-20 20:05:23

  爷爷的写生也是自己的画风啊，眼中世界萌萌的。以及看完后才发现自己翻页的顺序反了，捂脸。

• 作者：dfff 发布时间：2020-05-19 15:45:32

  教材

• 作者：大力菠菜吃水手 发布时间：2023-03-14 19:59:47

  暂且不看江恩的理论，但是rsi，斐波那契，艾略特的理论都可以仔细读一读，书写的还可以。尤其是rsi，颠覆了我对其看法。

• 作者：不知名用户 发布时间：2019-06-28 13:29:28

  人物描写太薄弱，且不讨喜，又动机不明，不停反转加案情推进都是叙述性诡计。

• 作者：Fal Conde 发布时间：2019-07-27 16:53:50

  弄堂公主学

• 作者：心之pipo师 发布时间：2014-01-09 00:12:04

  就实用性来说非常不错，案头常备。不过字小图小，认真钻研对视力非常不利。

• 那些“从前慢”的老故事

  作者：ly的读享生活 发布时间：2023-04-26 10:19:49

  

  -

  我总觉得，喜欢宫本辉的读者，大约都是中年以后吧。

  -

  那些“从前慢”的老派故事，人情练达，世事洞明，叙事的自然、含义的适量，在简单朴素的铺展中，涟漪轻动，文韵细腻悠长。

  

  -

  宫本辉作品集：《泥河·萤川》《春之梦》《锦绣》《群星之恋》《道顿堀川》。

  -

  《泥河》讲述少年情谊。新邻居，一起玩耍，天真清澈，渐渐地，各自家庭的生活所迫，属于成年人的悲哀，来了。那条追随在船屋之后的大鲤鱼，翻动起了泥泞。

  -

  宫本辉擅用意象。《泥河》有条鲤鱼精。《萤川》，萤火虫汇成数条波浪，麇集的光如浪花四溅落在人的身上，三弦琴的响声萦绕不去。《春之梦》，那只钉在柱子上的蜥蜴，顽强地活着，是主角倾吐内心苦闷的聆听者，是意念里勇气、希望和忍耐的化身，那枚钉子该不该拔掉呢？要么戴着枷锁地活着，要么冒着消亡的风险。蜥蜴是生存处境的隐喻。

  

  -

  宫本辉的意象创作，不是工具化的设计，有叙事所需，更有人生的大况味。

  -

  叔本华说，悲剧有三种。Zui难写的那一种，没有坏人，没有突发事件，谁都是对的，谁都不想坏事，可是，因为人们所处的位置或者性格的不同，于是，矛盾的因子就埋下了，悲剧就发生了，这种悲剧深刻且无奈无解。

  

  -

  宫本辉不靠戏剧化的情节来推动故事。他缓缓地讲述着，描摹着20世纪六、七十年代至今的日本国民的生活面貌和精神状态，日常的对话，日常的做事，日常的审美品格。世事在变，可是，好些人仍然遵循允诺，君子谦谦如玉。除了写人写事，经常轻笔闲荡，描绘周围风景，描绘这些风景投影在人的心里引起的感受。

  -

  仿佛是枝裕和的长镜头，利用停滞感和距离感把观众带进忧伤的氛围之中，又借助于暗调设置和光影意象让观众回到静谧的有希望的情绪中来。他们深谙日式美学，幽玄、侘寂、物哀，不务虚不空谈，将艺术创作扎根于社会生活。

  

  -

  《锦绣》是书信体小书。分手的夫妻，十年后重逢，相互通信，解开误会，表达关心。从内容到形式，整个故事节奏很慢，妥帖得体的应对，温存默会的情感。一如我从前读他的《烧船》《约定之冬》等作品，悄然深潜进了水层之下，水波看似温柔，仿佛命运之手的拨弄，日子如水，载浮载沉，我们渐渐悟得人生的真谛。

• 《华尔街50年》：170年前到110年前股票市场中的风云人物

  作者：股市书虫 发布时间：2022-08-24 10:23:56

  

  第1138天，第216本书，《华尔街50年》。

  这本书写成于1908年，112年前了。记述了170年前到110年前股票市场中的风云人物。但是，时至今日，大多数已经被人遗忘了。

  作者，亨利·克卢斯，在华尔街的首次亮相是在1857年的大恐慌之后。

  1，第49页，“船王”范德比尔特与市政府的下议院与上议院斗智斗勇的故事，值得阅读。

  “船王”范德比尔特，兴起于1860年前后，是当时的一代超级富豪。截止到2022年，160年过去了，谁还能记得这个超级富豪呢？

  第1代范德比尔特喜欢搞投机，第2代中的大多数人同样喜欢投机，但是第2代中的掌门人威廉·范德比尔特喜欢搞投资。他喜欢购买交易价格低于净资产的股票，之后，等待交易价格上升。

  如果等不到，他就会购买绝大多数股票，掌握控股权，改组董事会，改组管理层，这就是妥妥的80年后巴菲特经营合伙企业时的投资方法，但是，威廉·范德比尔特比巴菲特整整早了80年。

  第2代的威猛，延续了范德比尔特的命运。但是，他们没有像戴维斯家族一样整整延续了三代，而是像秦皇帝一样二世就亡了。

  但是不管怎么样，范德比尔特家族以及同时代的人，都已经淹没在历史尘埃里。160年前的超级富豪们，还能记得几个人呢？

  2，第65页，投机行业与其他行业一样存在这样一个规则：“诚信是最好的政策。”那些通过不诚实的手段获得了表面上成功的这些人，无时无刻不担心他们的资产随时会遇到麻烦。

  3，第82页，马克思曾经说过，当利润超过一定的数量时，资本家就有可能铤而走险。

  这不，古尔德集团为了赚钱，竟然设计骗过了总统，甚至把总统安排到一个无名小镇中。这个小镇无法与外界取得电报联系，其他联系方式又非常不方便。总统被隐藏了一个多星期，便于古尔德集团操纵黄金市场。

  如果不是古尔德集团中的菲斯克过于急躁，引起了总统的猜疑，那么，总统很有可能在这个小镇上再多住一段时间，古尔德集团操纵黄金市场的时间会更长，赚取的利润会更多。

  利益团伙竟敢蒙蔽总统，真的是被利益冲昏了头脑！

  4，第96页，1907年因为拯救股票市场而名噪一时的JP Morgan，此时，才刚刚出道，被作为一名办事员加以培养。

  这时候的JP Morgan，并没有表现出领袖气质。所以说，后天教育和经历才更加重要。

  5，第112页，沉浸于投机的人，往往不得善终。大部分人，被华尔街支配着，财富来得快，去得也快。投机之人往往一贫如洗，贫困地死去。

  所以说，如果股票投资变成了纯粹的博弈，那么就没有长久的赢家。

  6，第144页，德鲁先生的财务总管为了跟随德鲁先生的庄家集团，购买了很多伊利股票，但他没想到，这些股票都是德鲁先生卖给他的。

  所以，千万不要相信庄家。因为，你相信他的时候，他正在琢磨着怎么把股票高价倒腾给你。

  7，第179页，作者认为，古尔德先生的传记材料可能会随着时间逐渐变少，但是尽管如此，他并不可能会被人完全遗忘，因为他已经给那个时代打上了深深的烙印。

  但是，看着这段，我想说，他真的已经被人遗忘了，范德比尔特还留下了一个庄园，巴菲特还参观过、感慨过，但是他，貌似啥都没留下。

  8，第203页，有些人运气真的好。例如肯尼，花几百美元买了股票，一年之后回来发现，这些股票已经增值了1000倍变成了20万美元。

  作者强调说，如果肯尼没有出去旅游，那么很有可能这个股票上升10倍或者100倍的时候就被卖掉了，不可能等待着上涨到1000倍。所以有的时候，买完股票，干干别的事情而不是专注股票，其实也挺好的。

  9，第215页，骗子的伎俩。

  有一个投资者打电话给沃德公司，询问自己5万美元的投资结果如何。沃德公司二话没说，给了他25万美元的支票。

  这个投资者震惊了，除了再次投入了25万美元，还把自己所有的钱都投入进来了，结果呢？

  结果你懂的。遇到了骗子，没过几天，沃德公司破产了。

  公司虽然破产了，但是沃德先生却有了很多钱，成为了一代大富豪。

  这就是骗子的伎俩。