Discount Business Strategy 在线下载 pdf mobi 2025 epub 电子版

在线阅读本书

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?

暂无相关目录，正在全力查找中！

暂无相关内容，正在全力查找中

暂无出版社相关信息，正在全力查找中！

暂无相关书籍摘录，正在全力查找中！

在线阅读地址：Discount Business Strategy在线阅读

在线听书地址：Discount Business Strategy在线收听

在线购买地址：Discount Business Strategy在线购买

暂无原文赏析，正在全力查找中！

书籍介绍

在线阅读本书

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：fraysa 发布时间：2021-10-14 13:46:10

  又多了解了一些

• 作者：嘯臺 发布时间：2022-08-14 18:56:29

  简洁明畅，结论大多可靠。可配合《长沙马王堆汉墓简帛集成》高清图版使用，字词如有疑问应复查《马王堆汉墓简帛文字全编》。

• 作者：CatHEagle 发布时间：2023-02-15 19:34:42

  高考以前都是最佳陪伴

• 作者：Asaka漫游记 发布时间：2020-01-22 21:26:34

  也就权当消遣。小故事是挺有意思。但是和我预想的详细设定科普还是差了不少。

• 作者：涵湘宁 发布时间：2017-11-09 19:07:24

  突然就那么一点、一点、一点地开始喜欢樱木花道了。

• 作者：right 发布时间：2020-12-13 07:30:20

  选集，有编年，有每句解释和创作背景，以及些微别家评语。诗作似乎是从30多岁往后开始，词作因为创作时期多是中年以后作品，文章三四篇。本来颇抗拒（泛）江西诗派作品，因为用典多不免觉得难读，而他们似乎又追求生瘦硬新的。一些山谷诗确实有点这样的感觉，不过越往后读越觉得圆融，有时化用前人句子也能和整体氛围融合在一起。更喜欢的是他怀念朋友和抒发傲气的句子，戏赠作品也显可爱之处。最后附了简短的年谱，可一窥北宋文坛胜景及其凋落。（读的是电子版，个别生僻字有脱落）

• 孩子需要提前学习吗？

  作者：爱评论的小问号 发布时间：2022-11-07 16:13:26

  “让你们家长看看，整体音节都不认识，给我读bpmf，家长怎么教的？怎么教育的？这个课我没法上了。”江西省吉安市的一位小学语文老师一边质问，一边给站着的孩子拍下来发到家长群里。这到底是怎么一回事？老师的做法对吗？

  2022年10月26日，开学快两个月，一年级的语文学习也从声母韵母，学到整体认读音节了。老师打算在课堂上检查一下孩子们的学习情况。

  老师提问一个学生，学生回答的不对，又连着问了几个学生，能说对的很少。后来老师问完全班，发现班级里有半数多的孩子，不仅不认识整体认读音节，还把整体认读音节和声母混在一起。老师越想越气，就给孩子们录下来，发到家长群里，并抱怨这个课没法上了。

  这个事情传到网上后马上引起了网友的讨论。有一部分网友认为教孩子知识不是老师的工作吗？怎么能成了家长教，家长管了呢？难道家长负责教孩子，老师只管验收？

  另一部分网友说，老师就应该严厉起来。以前背不过课文，别说罚站了，放学都不能走，还得抄十几遍。老师严格要求孩子，孩子才能记住。

  还有一部分家长委婉的表示，头一次听说整体认读音节，只知道声母韵母，教不了孩子。那这位老师的做法对不对呢？

  根据现在双减政策来看，一年级的孩子是没有书面作业的，老师也不能变向的把孩子的作业安排成家长的作业。而且罚站的这种行为也是违反《中小学教育惩戒规则（试行）》规定的。

  教体局的负责人也回应道这位老师是一位代课老师，教育方法确实不对，具体情况等调查结束再公布，可是这件事中体现的学习现状并不是个例。

  如果在上小学之前，孩子没上过幼小衔接，也没在幼儿园学习过相关课程，直接上一年级，在班里真的赶不上。

  我们家长面对快节奏的教学模式又能怎么办呢？

  这就使得孩子上小学以后，很多家长都处在一个焦虑的状态。

  问问身边家长，孩子的差距都很大，有的在上学之前就认识了三百字，能背三字经规和百家姓，古诗三百首也不在话下。

  有的孩子别说识字了，连拼音都不认识，笔都拿不稳，越问越疑惑。

  家长们对孩子现在应该学到什么程度，每个阶段都需要家长做些什么都很迷茫。

  恰好《陪孩子走过小学六年》这本书，详细的写出孩子在小学六年中，每一年的发展规律和解决方案。

  比如需要帮一年级的孩子做好幼儿到儿童阶段的过渡，二年级紧抓学习，三年级提高自信，四年级提高孩子的学习难度，五年级培养竞争意识，六年级帮孩子释放压力等等。每个阶段都有丰富的案例，我们总能在小故事里发现自己孩子的身影，可以更好地帮孩子养成良好的学习习惯，改掉贪玩任性的小毛病。

  这本书可以当一个陪伴指南用，读起来简单又轻松。

• 人的无意识的反应究竟会有怎么样的心理活动

  作者：甜不堪言 发布时间：2008-10-17 18:12:42

  满满的一墙心理书籍，这本书的装订是最差的，但是没有找到《犯罪心理画像》的我还是拿了起来。有人说它咩有实际指导意义，但我认为它教给了我们很多东西，比如无意识的举动能够让你从对方得到很多信息，这是有巨大影响的。