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　　REVISION OF BOOK THAT HAS SOLD 33,000 COPIES AT $29.95+: The first edition of this book continues to sell after seven years and two price increases. Over 5,000 copies have sold internationally.
　　? FIRST EDITION FOCUSED ON BCG CLASSICS, NEW EDITION EMPHASIZES BCG'S NEW THINKING: Seven years after the first edition, considerable new material is needed to give an accurate picture of the current thinking of The Boston Consulting Group in today's business climate. The second edition is 20% longer, introduces many new chapters, as well as two new categories to the book: "Innovation and Growth," and "Deconstruction."
　　? INCLUDES A CHAPTER SUMMARIZING THE 2003 BESTSELLER "TRADING UP" BY BCG CONSULTANTS SILVERSTEIN AND FISKE.
　　? Other new articles include George Stalk on hardball (soon to be published in the Harvard Business Review), Philip Evans (author of Blown to Bits) on networks, and more.
　　? PROMOTION BY THE BOSTON CONSULTING GROUP: BCG will likely buy 1000-5000 copies to distribute to clients, staff, and alumni, and for recruiting. The book will be featured in ePanorama, the bi-monthly electronic magazine that goes to everyone on their current staff and to BCG's complete e-mail alumni list; that's over 10,000 individuals around the world, with the vast majority active in the business world, many in key positions. It will also be featured on the BCG Web site.

内容简介

　　A collection of the best strategic thinking from the Boston Consulting Group one of the most prestigious and innovative management consulting firms in the world.
　　For the past forty-two years, The Boston Consulting Group has been shaping the way business is done the world over. This book, a compilation of seventy-five of BCG's most influential articles and thought pieces, is an indispensable source of fresh ideas, insights, and practical lessons for managers, executives, and entrepreneurs in every industry. Key topics covered include market segmentation, performance measurement, resource allocation, and organizational design. New articles for the second edition include George Stalk on hardball, Michael Silverstein on trading up, and Philip Evans on networks.
　　The Boston Consulting Group on Strategy is essential reading for senior managers, executives, entrepreneurs, and students of strategy and business.

作者简介

　　The Boston Consulting Group is an innovator in business strategy worldwide. BCG and its founder, Bruce D. Henderson, may be best known internationally as the creators and architects of the discipline of business strategy. Innovative business concepts originating at the firm include "cash cow," "experience curve," "segment-of-one(r) marketing," "time-based competition," and "capabilities-based competition."
　　Carl W. Stern (Chicago, IL) is Co-Chairman of the Boston Consulting Group. He has been with BCG for thirty-one years, and his clients have included leading international consumer packaged goods companies, financial services, and manufacturing companies. He holds an MBA from Stanford Business School.
　　Michael S. Deimler (Atlanta, GA) is a vice president in the Atlanta office of the Boston Consulting Group and the leader of BCG's Strategy Practice.

目　　录

Foreword.
Preface.
Acknowledgments.
PART ONE: The Nature of Business Strategy.
Strategic and Natural Competition, Bruce D. Henderson, 1980.
PART TWO: The Development of Business Strategy.
Foundations.
The Experience Curve Reviewed: History, Bruce D. Henderson,1973.
The Experience Curve Reviewed: Why Does It Work? Bruce D.Henderson, 1974.
The Experience Curve Reviewed: Price Stability, Bruce D. Henderson,1974.
The Pricing Paradox, Bruce D. Henderson, 1970.
The Market-Share Paradox, Bruce D. Henderson, 1970.
More Debt or None? Bruce D. Henderson, 1972.
The Rule of Three and Four, Bruce D. Henderson, 1976.

Foreword. 
Preface. 
Acknowledgments. 
PART ONE: The Nature of Business Strategy. 
Strategic and Natural Competition, Bruce D. Henderson, 1980. 
PART TWO: The Development of Business Strategy. 
Foundations. 
The Experience Curve Reviewed: History, Bruce D. Henderson,
1973. 
The Experience Curve Reviewed: Why Does It Work? Bruce D.
Henderson, 1974. 
The Experience Curve Reviewed: Price Stability, Bruce D. Henderson,
1974. 
The Pricing Paradox, Bruce D. Henderson, 1970. 
The Market-Share Paradox, Bruce D. Henderson, 1970. 
More Debt or None? Bruce D. Henderson, 1972. 
The Rule of Three and Four, Bruce D. Henderson, 1976. 
The Product Portfolio, Bruce D. Henderson, 1970. 
The Real Objectives, Bruce D. Henderson, 1976. 
Milestones. 
Life Cycle of the Industry Leader, Bruce D. Henderson, 1972. 
The Evils of Average Costing, Richard K. Lochridge, 1975. 
Specialization or the Full Product Line, Michael C. Goold,
1979. 
Stalemate: The Problem, John S. Clarkeson, 1984. 
Business Environments, Richard K. Lochridge, 1981. 
Revolution on the Factory Floor, Thomas M. Hout and George Stalk
Jr., 1982. 
Time--The Next Source of Competitive Advantage, George Stalk Jr.,
1988. 
Competing on Capabilities: The New Rules of Corporate Strategy,
George Stalk Jr., Philip B. Evans, and Lawrence E. Shulman,
1992. 
Strategy and the New Economics of Information, Philip B. Evans and
Thomas S. Wurster, 1997. 
Collaboration Rules, Philip Evans and Bob Wolf, 2005. 
PART THREE: The Practice of Business Strategy. 
The Customer: Segmentation and Value Creation. 
Segmentation and Strategy, Seymour Tilles, 1974. 
Strategic Sectors, Bruce D. Henderson, 1975. 
Specialization, Richard K. Lochridge, 1981. 
Specialization: Cost Reduction or Price Realization, Anthony J.
Habgood, 1981. 
Segment-of-One® Marketing, Richard Winger and David
Edelman, 1989. 
Discovering Your Customer, Michael J. Silverstein and Philip
Siegel, 1991. 
Total Brand Management, David C. Edelman and Michael J.
Silverstein, 1993. 
Pricing Myopia, Philippe Morel, George Stalk Jr., Peter Stanger,
and Peter Wetenhall, 2003. 
Trading Up, Michael J. Silverstein and Neil Fiske, 2003 and
2005. 
Trading Down: Living Large on $150 a Day, Lucy Brady and Michael J.
Silverstein, 2005. 
Innovation and Growth. 
From the Insight Out, Michael J. Silverstein, 1995. 
Capitalizing on Anomalies, Lawrence E. Shulman, 1997. 
Breaking Compromises, George Stalk Jr., David K. Pecaut, and
Benjamin Burnett, 1997. 
A New Product Every Week? Lessons from Magazine Publishing, Gary
Reiner and Shikhar Ghosh, 1988. 
Innovating for Cash, James P. Andrew and Harold L. Sirkin,
2003. 
Acquiring Your Future, Mark Blaxill and Kevin Rivette, 2004. 
Deconstruction of Value Chains. 
The New Vertical Integration, John R. Frantz and Thomas M. Hout,
1993. 
The Deconstruction of Value Chains, Carl W. Stern, 1998. 
How Deconstruction Drives De-Averaging, Philip B. Evans,
1998. 
Thinking Strategically about E-Commerce, Philip B. Evans and Thomas
S. Wurster, 1999. 
From "Clicks and Mortar" to "Clicks and Bricks," Philip B. Evans
and Thomas S. Wurster, 2000. 
Thermidor: The Internet Revolution and After, Philip B. Evans,
2001. 
The Online Employee, Michael S. Deimler and Morten T. Hansen,
2001. 
Richer Sourcing, Philip B. Evans and Bob Wolf, 2004. 
The Real Contest between America and China, Thomas Hout and Jean
Lebreton, 2003. 
Performance Measurement. 
Profit Center Ethics, Bruce D. Henderson, 1971. 
The Story of Joe (A Fable), Bruce D. Henderson, 1977. 
Controlling for Growth in a Multidivision Business, Patrick Conley,
1968. 
Making Performance Measurements Perform, Robert Malchione,
1991. 
Economic Value Added, Eric E. Olsen, 1996. 
New Directions in Value Management, Eric E. Olsen, 2002. 
Workonomics, Felix Barber, Jeff Kotzen, Eric Olsen, and Rainer
Strack, 2002. 
Resource Allocation. 
Cash Traps, Bruce D. Henderson, 1972. 
The Star of the Portfolio, Bruce D. Henderson, 1976. 
Anatomy of the Cash Cow, Bruce D. Henderson, 1976. 
The Corporate Portfolio, Bruce D. Henderson, 1977. 
Renaissance of the Portfolio, Anthony W. Miles, 1986. 
Premium Conglomerates, Dieter Heuskel, 1996. 
The End of the Public Company--As We Know It, Larry Shulman,
2000. 
Advantage, Returns, and Growth--In That Order, Gerry Hansell,
2005. 
Organizational Design. 
Profit Centers and Decentralized Management, Bruce D. Henderson,
1968. 
Unleash Intuition, Richard K. Lochridge, 1984. 
Network Organizations, Todd L. Hixon, 1989. 
The Myth of the Horizontal Organization, Philippe J. Amouyal and
Jill E. Black, 1994. 
The Activist Center, Dennis N. Rheault and Simon P. Trussler,
1995. 
Shaping Up: The Delayered Look, Ron Nicol, 2004. 
A Survivor's Guide to Organization Redesign, Felix Barber, D. Grant
Freeland, and David Brownell, 2002. 
Leadership and Change. 
Why Change Is So Difficult, Bruce D. Henderson, 1967. 
Leadership, Bruce D. Henderson, 1966. 
How to Recognize the Need for Change, Carl W. Stern, 1983. 
Sustained Success, Alan J. Zakon and Richard K. Lochridge,
1984. 
Strategy and Learning, Seymour Tilles, 1985. 
Let Middle Managers Manage, Jeanie Daniel Duck, 1991. 
Jazz versus Symphony, John S. Clarkeson, 1990. 
The Change Curve, Jeanie Daniel Duck, 2001. 
Leadership in a Time of Uncertainty, Bolko von Oetinger,
2002. 
Leading in Emotional Times, Jeanie Daniel Duck, 2002. 
The Forgotten Half of Change, Luc de Brabandere, 2005. 
PART FOUR: Business Thinking. 
Business Thinking, Bruce D. Henderson, 1977. 
Brinkmanship in Business, Bruce D. Henderson, 1967. 
Business Chess, Rudyard L. Istvan, 1984. 
Probing, Jonathan L. Isaacs, 1985. 
Creative Analysis, Anthony W. Miles, 1987. 
Make Decisions Like a Fighter Pilot, Mark F. Blaxill and Thomas M.
Hout, 1987. 
The Seduction of Reductionist Thinking, Jeanie Daniel Duck,
1992. 
Choices, Again, Barry Jones and Larry Shulman, 2003. 
The Hardball Manifesto, George Stalk Jr. and Rob Lachenauer,
2004. 
PART FIVE: Social Commentary. 
Failure to Compete, Bruce D. Henderson, 1973. 
Inf lation and Investment Return, Bruce D. Henderson, 1974. 
Conflicting Tax Objectives, Bruce D. Henderson, 1975. 
Dumping, Bruce D. Henderson, 1978. 
Adversaries or Partners? Bruce D. Henderson, 1983. 
The Promise of Disease Management, Joshua Gray and Peter Lawyer,
1995. 
Making Sure Independent Doesn't Mean Ignorant, Colin Carter and Jay
W. Lorsch, 2002. 
Index.

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