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Surprise is rarely a good thing in business. Unexpected developments range in their effects from inconvenient to disastrous. To avoid being blindsided, companies must develop a Competitive Early Warning system, or CEW, which combines strategic planning, competitive intelligence, and management action. Such systems let organizations manage risk more effectively and prevent "industry dissonance" -- when market realities outpace corporate strategies. Early Warning reveals how * Change strategy to meet new realities * Learn from the mistakes of others via the book's eye-opening stories * Avoid common tactics like benchmarking and using consultants, which may do more harm than good * Tell executives what they need to know -- not what they want to hear Each chapter ends with a Manager's Checklist of key points, and the book includes numerous charts, tables, and tools. With strong opinions and wry humor, world-recognized expert Gilad reveals how to anticipate and react to early signs of trouble.
Achat du livre
Early Warning, Benjamin Gilad
- Langue
- Année de publication
- 2004
- product-detail.submit-box.info.binding
- (rigide)
Modes de paiement
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- Titre
- Early Warning
- Langue
- Anglais
- Auteurs
- Benjamin Gilad
- Éditeur
- Amacom Books
- Publié
- 2004
- Format
- rigide
- Pages
- 272
- ISBN10
- 0814407862
- ISBN13
- 9780814407868
- Séries
- Mots clés
- Nonfiction, Commerce, Affaires & Gestion, Marketing & Ventes
- Évaluation
- 3,7 sur 5
- Description
- Surprise is rarely a good thing in business. Unexpected developments range in their effects from inconvenient to disastrous. To avoid being blindsided, companies must develop a Competitive Early Warning system, or CEW, which combines strategic planning, competitive intelligence, and management action. Such systems let organizations manage risk more effectively and prevent "industry dissonance" -- when market realities outpace corporate strategies. Early Warning reveals how * Change strategy to meet new realities * Learn from the mistakes of others via the book's eye-opening stories * Avoid common tactics like benchmarking and using consultants, which may do more harm than good * Tell executives what they need to know -- not what they want to hear Each chapter ends with a Manager's Checklist of key points, and the book includes numerous charts, tables, and tools. With strong opinions and wry humor, world-recognized expert Gilad reveals how to anticipate and react to early signs of trouble.