How did BMW recover from the edge of bankruptcy to become on of
Europe's strongest companies? Why did Saatchi and Saatchi's global
strategy bring the company to its knees? Why has Philips's
outstanding record in innovation not been translated into success
in the market? What can be learnt from the marriage contract about
the conduct of commercial negotiations? These are some of the
questions addressed as John Kay asks What makes a business
successful?' Drawing on his own business experience and on concepts
in economics, legal theory, and sociology, the author presents a
fresh approach to questions of business strategy. He rejects the
military analogy which underpins much strategic thinking, in which
success depends on size and share, on vision and leadership, on
shifting patterns of mergers and alliances. John Kay argues that
outstanding businesses derive their strength from a distinctive
structure of relationships with employees, customers, and
suppliers, and explains why continuity and stability in these
relationships is essential for a flexible and co-operative response
to change. This book is intended for business professionals;
economists; consultants. MBA and other graduate
General
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