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Sinopsis
Today, time is on the cutting edge. In fact, as a strategic weapon, contend George Stalk, Jr., and Thomas M. Hout, time is the equivalent of money, productivity, quality, even innovation. The ways leading companies manage time - in production, in new product development, and in sales and distribution - represent the most powerful new sources of competitive advantage. Time consumption, like cost, is quantifiable and therefore manageable. Today's new generation companies recognize time as the fourth dimension of competiveness and, as a result, operate with flexible manufacturing and rapid-resource systems, expanding variety and increasing innovation. Factories are close to the customers they serve. Organization structures enable fast responses rather than low costs and control. Companies concentrate on reducing if not eliminating delays and using their response advantages to attract the most profitable customers. As Stalk and Hout explain, virtually all businesses can use time as a competitive weapon. Using examples of leading Japanese and American companies they illustrate the processes involved in becoming a time-based competitor and how managers can open and sustain a significant advantage over the competition.
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Today, time is on the cutting edge. In fact, as a strategic weapon, contend George Stalk, Jr., and Thomas M. Hout, time is the equivalent of money, productivity, quality, even innovation. The ways leading companies manage time - in production, in new product development, and in sales and distribution - represent the most powerful new sources of competitive advantage. Time consumption, like cost, is quantifiable and therefore manageable. Today's new generation companies recognize time as the fourth dimension of competiveness and, as a result, operate with flexible manufacturing and rapid-resource systems, expanding variety and increasing innovation. Factories are close to the customers they serve. Organization structures enable fast responses rather than low costs and control. Companies concentrate on reducing if not eliminating delays and using their response advantages to attract the most profitable customers. As Stalk and Hout explain, virtually all businesses can use time as a competitive weapon. Using examples of leading Japanese and American companies they illustrate the processes involved in becoming a time-based competitor and how managers can open and sustain a significant advantage over the competition.
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- EditorialThe Free Press
- Año de publicación1990
- ISBN 10 0029152917
- ISBN 13 9780029152911
- EncuadernaciónTapa dura
- IdiomaInglés
- Número de páginas288
- Contacto del fabricanteno disponible
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Competing Against Time: How Time-based Strategies Deliver Superior Performance
Publicado por
The Free Press, 1990
ISBN 10: 0029152917
ISBN 13: 9780029152911
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Competing Against Time: How Time-Based Competition is Reshaping Global Markets: How Time-based Strategies Deliver Superior Performance
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Competing Against Time: How Time-Based Competition is Reshaping Global Markets: How Time-based Strategies Deliver Superior Performance
Librería: medimops, Berlin, Alemania
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Competing Against Time: How Time-based Strategies Deliver Superior Performance
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Simon & Schuster, United States, New York, 1990
ISBN 10: 0029152917
ISBN 13: 9780029152911
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Paperback. Condición: Very Good. Today, time is on the cutting edge. In fact, as a strategic weapon, contend George Stalk, Jr., and Thomas M. Hout, time is the equivalent of money, productivity, quality, even innovation. The ways leading companies manage time - in production, in new product development, and in sales and distribution - represent the most powerful new sources of competitive advantage. Time consumption, like cost, is quantifiable and therefore manageable. Today's new generation companies recognize time as the fourth dimension of competiveness and, as a result, operate with flexible manufacturing and rapid-resource systems, expanding variety and increasing innovation. Factories are close to the customers they serve. Organization structures enable fast responses rather than low costs and control. Companies concentrate on reducing if not eliminating delays and using their response advantages to attract the most profitable customers. As Stalk and Hout explain, virtually all businesses can use time as a competitive weapon. Using examples of leading Japanese and American companies they illustrate the processes involved in becoming a time-based competitor and how managers can open and sustain a significant advantage over the competition. The book has been read, but is in excellent condition. Pages are intact and not marred by notes or highlighting. The spine remains undamaged. Nº de ref. del artículo: GOR001782801
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Competing Against Time: How Time-based Strategies Deliver Superior Performance
Publicado por
The Free Press, 1990
ISBN 10: 0029152917
ISBN 13: 9780029152911
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Competing Against Time: How Time-based Strategies Deliver Superior Performance
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The Free Press 01/03/1990, 1990
ISBN 10: 0029152917
ISBN 13: 9780029152911
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Competing Against Time: How Time-based Strategies Deliver Superior Performance
Publicado por
The Free Press 01/03/1990, 1990
ISBN 10: 0029152917
ISBN 13: 9780029152911
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Tapa dura
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Competing Against Time : How Time-based Competition is Reshaping Global Markets
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Competing Against Time : How Time-based Competition is Reshaping Global Markets
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Competing Against Time : How Time-based Competition is Reshaping Global Markets
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Hardcover. Condición: Very Good. No Jacket. May have limited writing in cover pages. Pages are unmarked. ~ ThriftBooks: Read More, Spend Less 1.36. Nº de ref. del artículo: G0029152917I4N00
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