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MARK GOTTFREDSON is a partner in Bain & Company's Dallas, Texas, office, which he founded in 1990. Cur- rently global head of Bain's perforJ mance improvement practice, he has advised clients in a wide range of indus- tries and is a leader in the firm's business strategy, air- line, manufacturing, and retailing practices. In 2005, Consulting Magazine named him one of the world's top twenty-five consultants. He has written extensively for publications such as the Harvard Business Review, ,Wail Street Journal, Singapore Business Times, The Edge (Malaysia), South China Morning Post, London Business School's Business Strategy Review, and World Business Review. He is fluent in Japanese and has worked extensively in Japan. Mark graduated magna cure laude from Brigham Young University and received his MBA from Harvard Business School with high distinction in 1983. He lives in Dallas.
内容简介
Consulting firm Bain prides itself on—and profits from—its unique intellectual capital. Yet rarely do such firms build on the expertise and knowledge contributed by previous partners. The exception is Gottfredson and Schaubert relying on both Frederick Reichheld’s The Loyalty Effect (1996) and Chris Zook’s Profit from the Core (2004) to explain and show new leaders the how-to’s of achieving breakthrough results. The four rules behind the authors’ program seem deceptively simple: (1) costs and prices always decline, (2) competitive position determines your options, (3) customers and profit pools don’t stand still, and (4) simplicity gets results. Yet, as to be expected, charts, graphs, and some rather complicated calculations, along with a wealth of corporate data (some 1,500 companies), dominate the more detailed explanations. Corporate case histories do provide enough illustrative material to negate any mathematical mysteries. After expounding on these basics and including implications for general managers at the end of each chapter, the authors outline a road map for new leaders to follow: how to diagnose your current state, plan the end goal, and get results. --Barbara Jacobs
目 录
ONE The Two Keys to Breakthrough Results
TWO First Law: Costs and Prices Always Decline
THREE Second Law: Competitive Position Determines Your Options
FOUR Third Law: Customers and Profit Pools Don't Stand Still
FIVE Fourth Law: Simplicity Gets Results
SIX Where You're Starting From: Diagnosing Your Point of Departure
SEVEN Where You're Going: Mapping Your Point of Arrival and Making a Plan
EIGFIT The Road to Results
Appendix 1: Research Methodology
Appendix 2: Experience Curves
Appendix 3: The Full-Potential
Performance-improvement Diagnostic
Notes