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Game-Changing Strategies explains the reasons behind this puzzle and presents practical ideas on how established firms could not only discover new radical business models but also grow them next to their existing business models. The challenge for established firms is not the discovery of a new business model?the real challenge is how to make two business models coexist. This book offers advice on how established firms can implement structures and processes that make the new business model less conflicting and more palatable to the existing business.

Corporations - Growth. --- Corporations -- Growth. --- Creative ability in business. --- Organizational change. --- Creative ability in business --- Organizational change --- Corporations --- Commerce --- Management --- Business & Economics --- Marketing & Sales --- Management Styles & Communication --- Growth --- Growth. --- Corporate growth --- Change, Organizational --- Organization development --- Organizational development --- Organizational innovation --- Business creativity --- Organization --- Manpower planning --- Business --- Success in business --- E-books

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Corporate divestiture --- Downsizing of organizations --- Corporate reorganizations --- Diversification in industry --- Industrial Management --- Management --- Business & Economics --- Industrial diversification --- Product diversification --- Input-output analysis --- Barriers to entry (Industrial organization) --- Multiproduct firms --- Corporations --- Reorganization of corporations --- Industrial management --- Consolidation and merger of corporations --- Corporate downsizing --- Organizational downsizing --- Retrenchment of organizations --- Retrenchment, Organizational --- Organizational change --- Employees --- Corporate spinoffs --- Divestiture, Corporate --- Divestment, Corporate --- Spinoffs, Corporate --- Disinvestment --- Case studies. --- Case studies --- Reorganization --- Dismissal of --- Divestiture --- 658.114 --- 658.114 Forms of enterprise in general. Private businesses --- Forms of enterprise in general. Private businesses

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Business management

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Why being a "fast second" is often more financially rewarding than being at the cutting edge If you get there first, you'll lead the pack, right? Not necessarily! The skill-sets of most established companies, say strategy experts Constantinos Markides and Paul Geroski, are far better suited to scaling up newly created markets pioneered by others (in other words, being "fast seconds") than to creating these markets from scratch. In Fast Second, they explore the characteristics of new markets, describe the skills needed to create and compete in them, and show how these skills match up with different types of companies. Drawing on examples of successful fast-second firms such as Microsoft, Amazon, Canon, JVC, Heinz, and many others, they illustrate how to determine which new markets have the potential to be successful and how to move into them before the competition does, when to make a move into a new market, how to scale up a market, where to position a company in the market, and whether to be a colonizer or a consolidator. Constantinos Markides (London, UK) is author of the bestselling strategy book All the Right Moves (23,000 copies sold) and Professor of Strategic and International Management at London Business School and Harvard Business School. Paul A. Geroski (London, UK) is Professor of Economics at London Business School whose specialties include competitive strategy and market structure.

Marketing --- marketing --- New products --- Technological innovations --- Management --- Economic aspects --- Management. --- Economic aspects. --- 001.895 --- 001.895 Vernieuwingen. Innovaties --- Vernieuwingen. Innovaties --- New products - Management --- Technological innovations - Economic aspects