As industries worldwide move toward consolidation, niche companies need to take advantage of strategies that are forward-thinking and anticipate new trends. Beating the Global Consolidation Endgame identifies nine key strategies that niche companies must master in order to outperform their markets and gain the largest benefits from consolidation. It draws from a landmark study conducted by global management consulting firm A.T. Kearney of more than 600,000 small to mid-sized niche companies over a 15-year period. A.T. Kearney thought leaders Dr. Fritz Kroeger, Dr. Andrej Vizjak, and Michael Moriarty reveal nine successful Endgame niche strategies while explaining how these strategies are most viable at certain points during consolidation. In order to time the strategies accurately, all decision makers must know what stage of industry consolidation they're in, along with the implications of each stage. This ensures a company's survival and success against global consolidators. Taking you through the Merger Endgame Theory lifecycle, the authors show you how to develop stable niche strategies by: Determining your industry's Endgame position and expected evolution of consolidation in coming years Identifying industry sectors with comparable models to illuminate strategic success factors for your sector Knowing the strengths and weaknesses of Endgame consolidation winners and losers Spotting potential market splits and new configurations for the value-creation chain Determining the best niche options and the best sequence for executing them These action steps are supported by case studies of leading companies around the world, including BMW, NetJets, Swatch, Ducati, and KPMG--which show how these niche fighters developed competitive advantage, survived market collapses, and delivered superior customer service while increasing their market share.

Developing BRIC markets are changing the business models of traditional western technology leaders. Classic business strategies are no longer suitable for companies attacking abroad whilst defending their market at home. Based on real-life cases, the book evaluates the best new strategies for western companies in technology-based B2B markets.

Jan-Hendrik Sewing makes a significant contribution to opening the black box of current divestiture decision-making. He uses detailed case studies, including numerous interviews with corporate executives and experts from management consulting, private equity, and investment banking. The author develops a conceptual framework to identify remedies to behavioral pathologies and their origins. The study highlights multiple techniques for pursuing divestitures proactively and formulates best-practice recommendations.

Good Strategy/Bad Strategy clarifies the muddled thinking underlying too many strategies and provides a clear way to create and implement a powerful action-oriented strategy for the real world. Developing and implementing a strategy is the central task of a leader. A good strategy is a specific and coherent response to—and approach for—overcoming the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect. Yet, Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with “strategy.” In Good Strategy/Bad Strategy, he debunks these elements of “bad strategy” and awakens an understanding of the power of a “good strategy.” He introduces nine sources of power—ranging from using leverage to effectively focusing on growth—that are eye-opening yet pragmatic tools that can easily be put to work on Monday morning, and uses fascinating examples from business, nonprofit, and military affairs to bring its original and pragmatic ideas to life. The detailed examples range from Apple to General Motors, from the two Iraq wars to Afghanistan, from a small local market to Wal-Mart, from Nvidia to Silicon Graphics, from the Getty Trust to the Los Angeles Unified School District, from Cisco Systems to Paccar, and from Global Crossing to the 2007–08 financial crisis. Reflecting an astonishing grasp and integration of economics, finance, technology, history, and the brilliance and foibles of the human character, Good Strategy/Bad Strategy stems from Rumelt’s decades of digging beyond the superficial to address hard questions with honesty and integrity.

A champion manager of people, Jack Welch shares the hard-earned wisdom of a storied career in what will become the ultimate business bible With Winning, Jack Welch delivers a wide-ranging, in-depth, no-holds-barred management guidebook about the tough strategic, organizational, and personal challenges that face people at every stage of their careers. Loaded with candid personal anecdotes, hard-hitting advice, and invaluable dos and don’ts, Jack explains his theory of business, by laying out the four most important principles that form the foundation of his success. Chapters include: How to Get Promoted, How to Think about Strategy, How to Write a Budget that Works, How to Work for a Jerk, How Find Work-Life Balance and How Start Something New. Enlivened by quotes from business leaders that Welch interviewed especially for the book, it’s a tour de force that reflects Welch’s mastery of execution, excellence and leadership.

While the United States and its allies put their military focus on the post-9/11 challenges of counter-terrorism and counter-insurgency, Russia and China put their military focus onto the United States and the risks of regional wars that they came to believe they might have to fight against the United States. Their first priority was to put their intellectual houses in order-that is, to adapt military thought and strategic planning to the new problem. The result is a set of ideas about how to bring the United States and its allies to a "culminating point" where they choose to no longer run the costs and risks of continued war. This is the "red theory of victory." Beginning in the second presidential term of Obama administration, the U.S. military focus began to shift, driven by rising Russian and Chinese military assertiveness and outspoken opposition to the regional security orders on their peripheries. But U.S. military thought has been slow to catch up. As a recent bipartisan congressional commission concluded, the U.S. intellectual house is dangerously out of order for this new strategic problem. There is no Blue theory of victory. Such a theory should explain how the United States and its allies can strip away the confidence of leaders in Moscow and Beijing (and Pyongyang) in their "escalation calculus"-that is, that they will judge the costs too high, the benefits to low, and the risks incalculable. To develop, improve, and implement the needed new concepts requires a broad campaign of activities by the United States and full partnership with its allies.