Business and Management Books

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Table of ContentsPrologue1. An Introduction to Strategic Cost Management: New Wine, or Just New Bottles?2. Strategic Cost Management: Three Key Themes3. Demonstrating Strategic Versus Conventional Analysis: A Peek at the SCM Themes4. The Value Chain Concept: The First Key to Effective Cost Management5. Cost Analysis Considerations and Managerial Applications of Value Chains: An Extended Field Study6. Explicit Attention to Strategic Positioning: The Second Key to Strategic Cost Management7. Profit Variance Analysis: A Strategic Perspective on a Common Cost Management Tool8. Differentiating Cost Management Systems Based on Strategic Positioning: A Field Study9. Nonfinancial Performance Measures: Another Key to Strategically Adapted Cost Management10. What Drives Cost? The Third Key to Strategic Cost Management11. Product Line Complexity as a Cost Driver-Activity-Based Costing: Theory, Practice, and Limitations12. Using and Abusing the ABC Concept: A Case Study13. Measuring and Analyzing Cost for One Important Executional Cost Driver—Quality: The SCM Perspective14. Strategic Analysis for One Important Structural Cost Driver—Technology ChoicesEpilogueNotesBibliographyIndex

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Table of ContentsContentsAcknowledgmentsPreface1. Limited RationalityThe Idea of Rational ChoiceLimited (or Bounded) RationalityTheories of Attention and SearchRisk and Risk Taking2. Rule FollowingDecision Making as Rule FollowingRules, Identities, and ActionRule Development and ChangeAppropriate Rules or Consequential Choice?3. Multiple Actors: Teams and PartnersInterpersonal Consistency and TeamsInterpersonal InconsistenciesSocial Bases of InconsistenciesUneasy Partners4. Multiple Actors: Conflict and PoliticsDecisions and PowerDecisions and CoalitionsParticipation and Decision InstabilitiesSingle Actors and Multiple Actors5. Ambiguity and InterpretationOrder and Ambiguity in Decision MakingAmbiguous Bases of Decision MakingLoose Coupling in OrganizationsGarbage Can Decision ProcessDecision Making and the Construction of MeaningAmbiguity and Understanding6. Decision EngineeringDefining Decision IntelligenceImproving AdaptivenessUsing KnowledgeCreating MeaningNotesAdditional ReadingIndexAbout the Author

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Book SynopsisSynopsis coming soon.......Table of ContentsCONTENTSPREFACE1. Service Leadership Spells Profits2. The Customers' View of Service Quality3. Potential Causes of Service-Quality Shortfalls4. Gap 1: Not Knowing What Customers Expect5. Gap 2: The Wrong Service-Quality Standards6. Gap 3: The Service Performance Gap7. Gap 4: When Promises Do Not Match Delivery8. Getting Started on the Service-Quality Journey9. Service-Quality Challenges for the 1990'sAppendix A. Servqual and Its ApplicationsAppendix B. Approaches for Measuring Service-Provider Gaps and Their CausesNotes and ReferencesIndex

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Table of ContentsCONTENTSForeword by Tom PetersPrefaceAcknowledgmentsPART I: AESTHETICS AS A STRATEGIC TOOL1.Aesthetics: The New Marketing ParadigmAbsolut Vodka: Aesthetics with a TwistGAP, Inc.: Revamping Casual Retailing Through AestheticsCathay Pacific Airways: The Heart of AsiaAesthetics as a DifferentiatorCutting-Edge Organizations Focus on AestheticsFrom Benefits and Branding to ExperiencesMarketing AestheticsAesthetics Provides Tangible Value for the OrganizationAesthetics Must Be Everyone's ConcernAesthetics Strategy2. Creating Identity and Image Through AestheticsLucent Technologies: A New Identity for the AT&T Spin-OffCreating a New IdentityDrivers of Identity ManagementIdentity Management Is Not Brand ManagementContinental Airlines: A Comprehensive Identity OverhaulIdentity Planning: Past, Present, and FutureHow This Book Will Help ManagersThe Corporate Expressions/Customer Impressions FrameworkPART II: IDENTITY MANAGEMENT THROUGH AESTHETICS3.Corporate and Brand ExpressionsIBM's Corporate and Brand ExpressionsManaging ExpressionsThe Public Face of the Organization and Its BrandsManaging Different Types of IdentitiesManaging Identity ChangesExpressing the Private Self of the Organization or Its BrandsRelating the Public Face and the Private SelfApplication: Digital CorporationPlanning Devices for Managing ExpressionsSummary4. StylesStarbucks and the Coffee Craze PhenomenonWhat Is "Style"?Sight: All Perceptions Start with the EyeShapeColorUsing Color for IdentityWhat Does Color Mean to Customers?The Structure of Color CategoriesTypefaceSoundTouchApplication: S.D. Warren's Material AestheticsScent: Taste and SmellCreating a Style: SynesthesiaApplication: GilletteStrategic Issues in Style CreationModifying a StyleDimensions of StyleSummary5. ThemesPepperidge Farm Cookies: Themes of a Distinctive CollectionExpressive ThemesCreating Themes Through Aesthetics: Three StagesAnalyzing the Organization, Its Customers, and Its CompetitorsFinding Rich Thematic ContentRepresenting Themes Through AestheticsStrategic Issues in Theme SelectionSummary6. Overall Customer ImpressionsThe Four Seasons: Understated EleganceThe Importance of Overall ImpressionsMinimizing Gaps Between Expressions and ImpressionsarOverall Impressions: Process and ContentProcess: How Customers Arrive at Overall ImpressionsContent: Dimensions of Overall ImpressionsApplication: DieselSummaryPART III: MEASURING AND PROTECTING AESTHETICS7. Assessment and Research Tools for Aesthetics ManagementResearching and Measuring Corporate and Brand LogosThe Role of Research in Aesthetics ManagementThe Perils of Anecdotal Evidence in Aesthetics ManagementSuspicious Views of Research in the Design ProcessResearch for Identity PlanningBasic Tools for Useful ResearchAssessing the Status QuoDetermining Where to GoDeveloping a DesignMonitoring and TrackingSummary8. Protecting Aesthetics and IdentityTaco Cabana v. Two Pesos: Two Restaurants Fight Over an IdentityLegal Issues in IdentityIdentities as Legally Sanctioned Barriers to CompetitionProtecting Brands From ConfusionProtecting Identity From ConfusionSpecial Requirements for Protecting Aesthetic IdentityProtecting ImageManaging the Protection ProcessHow to Handle Infringement Against Your IdentitySummaryPART IV: COMPREHENSIVE IDENTITY MANAGEMENT9. Global Identity ManagementLEGO: The Universal Concept of Play from DenmarkTamagotchi: The Japanese Virtual PetKey Management Issues in Creating Global IdentitiesDeciding Whether to Standardize or Localize an IdentityOrganization/Competitive FactorsCultural FactorsIndustry and Product Category FactorsAttitudes Toward Foreign ImagesStyles and Themes in Global Identity ManagementApplication: Bosch in East AsiaApplication: Motorola in ChinaSummary10. Retail Spaces and EnvironmentsGodiva: A Memorable In-Store Chocolate ExperienceNike: Prom Sports Shoes to Aesthetic Totalitarianism?Aesthetics in Retail and Environmental SpacesStrategic Issues for Retailers and ManufacturersModern Retail IdentitiesApplication: Ann TaylorEnvironmental SpacesManaging Retail and Environmental AestheticsCyberspaces11. Corporate and Brand Identity on the InternetVolkswagen's New Beetle Web SiteNetscape and Yahoo!The World Wide Web as a Marketing ToolThe World Wide Web as an Identity ElementThe Unique Properties of the WebCreating Identity on the WebThe Future Is Now: Transient Images and Virtual IdentitiesNotesIndexAbout the Authors

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Book SynopsisIn two volumes, Planning Production and Inventories in the Extended Enterprise: A State of the Art Handbook examines production planning across the extended enterprise against a backdrop of important gaps between theory and practice. Production Planning Effects on Dynamic Behavior of A Simple Supply Chain;Trade ReviewFrom the reviews:“A handbook on this topic is a valuable resource for academics and practitioners who want to access information or research a related topic. … The objective is to bridge the gap between quantitative academic research on decision support models and algorithms and the practical needs of industry. The book achieves this by giving a state-of-the-art overview of theory, methodologies, modeling approaches, and industrial practices, and by identifying gaps that future should address. … Volume 2 contains more detailed research results and applications from different industries.”­­­ (Stefan Minner, Interfaces, Vol. 41 (5), September-October, 2011)Table of ContentsChapter 1. Production Planning Under Uncertainty with Workload Dependent Lead-Times: Lagrangean Bounds and Heuristics.- Chapter 2. Production Planning and Scheduling: Interaction and Coordination.- Chapter 3. The Effects of Production Planning on the Dynamic Behavior of a Simple Supply Chain: An Experimental Study.- Chapter 4. Supply and Demand Synchronization in Assemble-to-Order Supply Chains.- Chapter 5. Quantitative Risk Assessment in Supply Chains: A Case Study Based on Engineering Risk Analysis Concepts.- Chapter 6. A Practical Multi-Echelon Inventory Model with Semiconductor Manufacturing Application.- Chapter 7. A mechanism Design Approach for Decentralized Supply Chain Formation.- Chapter 8. Procurement Network Formation: A Cooperative Game Approach.- Chapter 9. Design Flexible Supply Chain Contracts with Options.- Chapter 10. Build-to-Order Meets Global Sourcing: Planning Challenge for the Auto Industry.- Chapter 11. Practical Modeling in Automotive Production.- Chapter 12. Why is it so Hard to Build and Validate Discrete Event Simulation Models of Manufacturing Facilities?.- Chapter 13. A Practical Approach to Diagnosing and Tuning a Statistical Forecasting System.- Chapter 14. The Ongoing Challenge - Creating an Enterprise-wide Detailed Supply Chain Plan for Semiconductor and Package Operations.- Chapter 15. Production Planning in the Plastics Industry.- Chapter 16. Model Predictive Control in Semiconductor Supply Chain Operations.- Chapter 17. Models and Methods for Production Scheduling in the Pharmaceutical Industry.- Chapter 18. Developing a Computerized Scheduling System for the Steelmaking - Continuous Casting Process.- Chapter 19. A Multi-Model Approach for Production Planning and Scheduling in an Industrial Environment.- Chapter 20. Fuzzy Logic Based Production Scheduling and Rescheduling in the Presence of Uncertainty.- Chapter 21. The Summing-Up.

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Book SynopsisThe vastly increased level of competitive intensity faced by corporations and the increased costs of selling have radically changed the nature of the traditional selling process. Key or "strategic" accounts have now become a company''s most important asset, in some cases supplying in excess of 80 percent of a firm''s revenues. Here, in one powerful volume, key account management expert Noel Capon provides the most comprehensive treatment of key account management and planning yet published. For the first time, Capon introduces his breakthrough four-part "congruence model" of key account management -- a new, thoroughly researched approach to optimally managing your key account portfolio. First, the author shows how to select and conceptualize the key account portfolio; second, how to organize and manage key accounts; third, how to recruit, select, train, retain, and reward key account managers; and fourth, how to formulate and execute strategy and issues of coordination and control. This congruence model serves as a backdrop as Capon takes the reader step-by-step through the vital functions of key account management including identifying key account criteria, considering the threats and opportunities for the key account, and understanding the roles and responsibilities of critical players. Capon backs up his points with extensive research, real-life stories of successes and failures at a variety of companies, and clarifying figures. Special chapters are devoted to partnering with key accounts and in-depth information on global key account management, an increasingly important weapon for staying ahead of the competition.Timely, important, and essential, Key Account Management and Planning is the only reference handbook those with key account responsibilities will ever need.Table of ContentsContentsPrefaceAcknowledgmentsI. INTRODUCTIONCHAPTER ONE: The Rationale for Key Account ManagementII. STRATEGY, ORGANIZATION, AND HUMAN RESOURCES FOR KEY ACCOUNT MANAGEMENTCHAPTER TWO: Developing Strategy for the Firm?s CustomersCHAPTER THREE: Organizing for Key Account ManagementCHAPTER FOUR: The Key Account ManagerIII. SYSTEMS AND PROCESSESCHAPTER FIVE: Key Account Planning: Analysis of the Key AccountCHAPTER SIX: Key Account Planning: Analysis of Competition and the Supplier Firm, Planning Assumptions, and Opportunities and ThreatsCHAPTER SEVEN: The Key Account StrategyCHAPTER EIGHT: Managing the Key Account RelationshipIV. CRITICAL ISSUES FOR KEY ACCOUNT MANAGEMENTCHAPTER NINE: Partnering with Key AccountsCHAPTER TEN: Global Account ManagementExercisesAppendixesNotesIndex

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Table of ContentsCONTENTSPrefaceIntroductionRevisiting Our Shop FloorBeyond TaylorismMaking People Before Making ProductsAddressing the Individual's NeedsGenba-Oriented Thinking (Three Reals)Developing a Genba-Oriented MindLearning from the Genba ExperienceTransforming an OrganizationUsing Everybody's Creative PowerChapter 1. DEVELOPING A VISION OF SHOP FLOOR EXCELLENCESailing in Today's Business EnvironmentChanging Environment -- Past vs. FutureOur VisionCreating an Organization with Self-Managed PeopleOwnership at the SourceLooking at Ourselves Straight in the MirrorAchieving Excellence in Shop Floor Management (SFM)Controlling the ProcessTraditional and Progressive OrganizationsDeveloping a Progressive OrganizationWhat We Should Work OnWhere Do We Stand NowThe Change ProcessChanging Our DestinyClarifying Our Vision and MissionSummaryChapter 2. DEVELOPING A CUSTOMER-ORIENTED ORGANIZATIONThe Customer-Supplier Relationship in Our SocietyListening to the Voice of CustomersWhat Is a Customer-Oriented Organization?Understanding the Customer-Supplier RelationshipMoving from Local Optimization to Total OptimizationWorking on Our MindsetDeveloping the Nervous System in Our OrganizationClarifying the Flow of WorkCustomer Orientation in a Centrally Planned EconomyUnderstanding Customers' Minds -- Putting Ourselves in Their ShoesCriteria for Customer SatisfactionAddressing Customers' NeedsDeveloping Customer Orientation Throughout the CompanyExpanding the Concept of the Customer-Supplier RelationshipSummaryChapter 3. ESTABLISHING A COMPANY WITHIN A COMPANYThe Customer-Supplier Relationship Between Boss and SubordinatesThe People-Oriented Organization: Making People Before Making ProductsThe Mini-Company ConceptRunning Your Own Mini-CompanyThe Front Line Supervisor as President of a Mini-CompanyUnderstanding the Framework of Mini-CompaniesThe Meaning of MissionDeveloping a Mission for Mini-CompaniesBenefits of Mini-CompaniesGlass Wall ManagementEven a Stranger Should Understand Our Shop Floor Activities: A Stranger TheoryChanging Roles and ResponsibilitiesSummaryChapter 4. INVOLVING EVERYBODY IN THE PROCESS OF CONTINUOUS IMPROVEMENTSurvival of the FittestAddressing the Organization's NeedsKey Points for Organizational InnovationSetting up a Scoreboard: Defining the Games We PlayDiagnostic Tools for Monitoring the Organization's HealthSigns of Shop Floor ExcellenceProcess of Continuous ImprovementImprovement and StandardizationPracticing StandardsStandards Represent an Organization's CapabilitiesUse of Standard Operating Procedure to Control the Point of ActionDeveloping Standard Operating ProceduresMaintaining Standards with Everybody Involved: A Wooden Pail TheoryGuiding Improvement Activity from the TopCommunicating the Basics of the Mini-CompanySummaryChapter 5. UPGRADING EVERYBODY'S SKILLSMatching Skills to the Needs of the OrganizationSkills for Self-ManagementUpgrading Our SkillsGrowing with the OrganizationPutting Intelligence on the Shop FloorThe Role of Managers and Support PeopleWorking on Important Jobs One Step at a TimeInstructing People to Conduct the Job -- Job TrainingEncouraging People to Upgrade Their SkillsKeeping Our Minds OpenMental Attitude Toward Continuous ImprovementA Case of an Operator's IdeaChallenging People to Overcome HurdlesSummaryChapter 6. ACQUIRING PROBLEM-SOLVING SKILLSAcquiring Willpower for Self-ImprovementUsing Everybody's CreativityHaving Fun with "Show and Tell"Necessary Mental Attitudes for Active Problem Solving Identifying ProblemsTools of Problem SolvingLearning Skills to Enrich Our CareerDeveloping the Habit of Mutual LearningTools to Expose ProblemsSummaryChapter 7. PRACTICING PROBLEM-SOLVING SKILLSRelentless Pursuit of ImprovementClarifying Approaches for Problem-Solving ActivitiesBasic Steps of Problem SolvingA Case of Continuous Improvement -- "My Fingers Hurt"Effective Use of Suggestion ProgramsEffective Use of Team Improvement ActivitiesDeveloping a Team-Oriented EnvironmentPracticing Problem Solving as a TeamIntercompany Exchange ProgramManaging the Improvement Process with PDCASummaryChapter 8. LEADING PEOPLE FOR CONTINUOUS IMPROVEMENTManagers as Leaders: Employees as CustomersLeadership Is SituationalA Desire for Self-Improvement Makes Things HappenGuiding Improvement ActivitiesHaving Pride in Our WorkSharing SuccessesImproving Communication at the Shop FloorCommunication with Visual AidsRecognition and RewardsLetting People Grow with the CompanyPhrases Managers Should Not UseQualification of LeadersProviding Positive Reinforcement to Change Our BehaviorSummaryChapter 9. MANAGING SHOP FLOOR IMPROVEMENT ACTIVITIESGoal SettingBenchmarkingManagement CycleDeveloping the Rhythm of PDCAManaging Time on the Shop FloorManaging Improvement Activities with Control PointsOrganizing Our Mini-Company Meeting AreaOrganizing Our Work StationLearning to Use Control PointsDeveloping the Network of Control PointsDeveloping Documentation and Presentation SkillsReviewing the Progress of Improvement ActivitiesSummaryChapter 10. TYING SHOP FLOOR MANAGEMENT TO THE TOTAL COMPANY BUSINESSCompany-Wide PlanningBusiness Planning for Self-ManagementDeveloping a Mini-Company Business PlanCoordinating the Business Plan Development ProcessExecuting the Business PlanSharing the ProgressSummarizing the Progress in an Annual ReportLearning from the Business Planning ProcessTying Business Plan with the BudgetPolicy Management (Management of the Company's Strategic Direction)Cross-Functional ManagementCoordinating Approaches for Continuous ImprovementSummaryChapter 11. LOOKING AT OURSELVES IN THE MIRRORTying Things TogetherEvaluating the Level of Shop Floor ManagementThe Presidential AuditThe Audit ProcessLearning from a Presidential AuditLearning to Conduct an Effective Presidential AuditThe External AuditAward and Reward SystemsFinding the Treasures of the CompanySummaryChapter 12. WHERE DO WE GO FROM HERE?From a Fragile to a Robust SystemExposing Problems Before It's Too LateAchieving a Critical MassIdeas for ImplementationImplementing Shop Floor Management Company-WideMaking It WorkThe Facilitator's RoleMapping Out the Implementation ProcessQuestions and Answers on ImplementationShop Floor Management in PerspectiveBenefits of Shop Floor ManagementWhere Do We Go from Here?Dew and MoonTraining Our Minds in a Turbulent WorldSummaryAPPENDICESAppendix 1.1 Employee SurveyAppendix 2.1 Customer SurveyAppendix 3.1 Checklist for Supervisor's Roles and ResponsibilitiesAppendix 3.2 Developing a Misson StatementAppendix 4.1 Checklist for Assuring the Basics of Just-In-Time ProductionAppendix 4.2 Basics of Standard Operating Procedure (SOP)Appendix 5.1 Job TrainingAppendix 6.1 Eliminating Human Errors (Poka-Yoke)Appendix 6.2 Problem-Solving ToolsAppendix 6.3 Checklist for Idea GenerationAppendix 7.1 Advice on Suggestion ProgramAppendix 7.2 Building an Effective TeamAppendix 7.3 Checklist to Evaluate the Key Steps of Team-Oriented Problem-Solving ActivitiesAppendix 7.4 Continuous Improvement Study Group ActivitiesAppendix 8.1 Effective Use of Visual AidsAppendix 9.1 Supervisor's Daily, Weekly, Monthly, and Yearly ActivitiesAppendix 11.1 Shop Floor Tour ChecklistAppendix 12.1 Voices of People Who Are Engaged in the New Shop Floor ManagementEpilogue: Withstanding the RainBibliographyAcknowledgmentsIndex

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Table of ContentsContentsAcknowledgmentsChapter I. IntroductionA New Way of Interacting with the PublicWhy We All Should Be Concerned About Angry PublicsThe Public Is Not Easily AppeasedThe Typical Approach to Public Relations Does Not WorkA Different Approach Is NeededChapter II. Why Is the Public Angry?What Is Anger?Why Are People Angry?Rational and Irrational AngerTypical Responses to an Angry PublicDealing with an Angry Public: The Conventional WisdomChapter III. The Mutual-Gains ApproachThe Mutual-Gains Approach: Six PrinciplesThe Old Plastics FactoryBackgroundApplying for a WaiverFurther StudyThe Public PresentationA Disaster ThreatensThe FalloutChapter IV. Accidents Will HappenThree Mile Island: To Tell or Not to TellThe First Day: March 28, 1979The Second Day: March 29, 1979The Third Day: March 30, 1979The Final Days: March 31 and April 1, 1979Telling the Truth: The Mutual-Gains ApproachThe Advantages of Disclosure Outweigh the DisadvantagesAct in a Trustworthy FashionSelect a Capable SpokespersonEnlist Support on the OutsideGovernment and Business Should, Can, and Do CooperateThe Exxon Valdez: When Paying Out Doesn't Pay OffCleaning UpA Modest ProposalExxon's ResponseMitigation EffortsCompensation for DamagesThe AftermathDoing It Differently: The Mutual-Gains ApproachThe Company's Failure to Accept ResponsibilityThe Company's Failure to Establish Clear Lines of CommunicationThe Company's Failure to First Mitigate, Then Compensate (and Ultimately Leave People Better Off)The Company's Failure to Convene an Effective Problem-Solving ForumConclusionChapter V. Risky BusinessWhat Is Risk?Assessing RiskPerceiving RiskCommunicating RiskRisky BusinessThe Breast Implant ControversyThe Story UnfoldsThe Story Is RetoldWhat Should the Company Do?Implant RuptureDrawing Conclusions in the Face of UncertaintyKnowing Your Product and Presenting It Truthfully: The Mutual-Gains ApproachSet Clear Performance StandardsMinimize the Risk, Not the Concerns of OthersMake Commitments You Can KeepSeek to Know, Not to HideEngage Stakeholders in Making Risky DecisionsMake Contingent CommitmentsChapter VI. When Values CollideWhat Are Values?Why Are Value Conflicts So Difficult to Resolve?A Model for Deescalating Intractable ConflictsHydro-Quebec and the Cree: Clashing CulturesHydro-Quebec's Response to the CreeTalking With, Not At, the Other: The Mutual-Gains ApproachSeek Common Principles -- Despite Seemingly Stark DifferencesConsider That You Might Be WrongConsider Substantial Community Improvement Through a Fair Process, Not Compensation Only for the FewIgnoring the Principles of the Mutual-Gains Approach Intensifies Cultural ConflictAnimal RightsListening Whether You Agree or Not: The Mutual-Gains ApproachExamine History to Better Understand TodaySeek Reason Amid Emotion, Not Reason at the Expense of EmotionRecognize Diversity on the Other SideBeware the Pitfalls of "Rights Talk"Seek Forums for DialogueChapter VII. The MediaThe Conventional Wisdom of Media RelationsThe Media as AdversaryThe Media as a ToolThe Media Can Be ControlledMedia Policy by DefaultThe Mutual-Gains Approach to Dealing with the MediaTake into Account the Interests of the MediaTell the Media What You Know and Don't KnowMake Available People with Authority Who Can Share Their Views OpenlyWork to Convince Media They Have an Educative RoleUse a Neutral to Speak in a Single VoiceIn a Consensus-Building Process, Establish Ground Rules to Guide Media InteractionsUse Additional Means of CommunicationSet an Example for the Media to FollowSummaryChapter VIII. Principled LeadershipDoing the Right ThingIntegrity, Honesty, and TrustHow to Inspire TrustSharing, Listening, and LearningWhat Leaders ValueLeadership and InstitutionsConcluding RemarksNotesBibliographyIndex

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Table of ContentsPreface1. Cost, Value, Price: Three Pillars of Profit2. Hidden Costs3. Tradeoffs: Pain versus Gain4. Do You Know Where Your Costs Are?5. People, Knowledge, and/or Machines6. From Volume to Variety7. Racing Down the Learning Curve8. Markets and Demand: How to Listen to Your Customer9. Calculated Risks10. Competing by CooperatingNotesAcknowledgmentsIndex

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Table of ContentsCONTENTSPrefaceAcknowledgmentsPART ONE: THE EXPERIENTIAL MARKETING REVOLUTION1 FROM FEATURES AND BENEFITS TO CUSTOMER EXPERIENCESThree Marketing Trends at the Turn of the New MillenniumAre We Entering a New Century of Marketing?Traditional Marketing: Four Key CharacteristicsTraditional Marketing Is F&B MarketingTraditional Marketing: The Good, the Bad, and the UglyBut How About "Branding"?The Rise of Experiential MarketingExperiential Marketing: Four Key CharacteristicsFrom Brand = ID to Brand = EXSummary2 THE BREADTH AND SCOPE OF EXPERIENTIAL MARKETINGThe Realm of TransportationAuntie Anne's: Creating an Experience in a Transitional EnvironmentTechnology Products: The Palm Computing Products, CrossWorlds Software, and MicrosoftIndustrial Products: Lycra, Polartec, and IntelNews and Entertainment: Oprah Winfrey, CNN, and CNBCConsulting, Medical, and Other Professional Services: Andersen Consulting, Crystal Run Health Care LLP, and Kinko'sFinancial ProductsHow Do Traditional Marketers View Experiential Marketing?An Overview of the Remainder of the Book3 A FRAMEWORK FOR MANAGING CUSTOMER EXPERIENCESWhat Exactly Is an Experience?Experiences as Typologies of the MindThe Strategic Underpinnings of Experiential Marketing: SEMsExperiential Hybrids and Holistic ExperiencesThe Internal Structure of SEMsThe Instantiation Tools of Experiential Marketing: ExProsSummaryPART TWO: TYPES OF EXPERIENCES4 SENSEMarketing Aesthetics ReduxThe SENSE of TideConcepts and Planning Tools for Sensory MarketingGoing Beyond Marketing AestheticsSENSE MarketingSENSE Strategic ObjectivesThe S-P-C Model for Achieving SENSE ImpactSummary5 FEELHäagen-Dazs Cafés in Asia and EuropeCampbell's SoupWhy Feelings Are ImportantAffective ExperiencesEvents, Agents, and Object EmotionsAffect Occurs Mostly During ConsumptionWhat's the Role of Emotional Advertising?Summary6 THINKGenesis ElderCare: Changing How We Think About the ElderlyApple Computer's RevivalThe Essence of THINK CampaignsTHINK Concepts: Divergent and Convergent ThinkingDirectional and Associative THINK CampaignsConcentration and AttentionThe THINK Principle: A Sense of Surprise, a Dose of Intrigue, and a Smack of ProvocationSummary7 ACTGillette Mach3The Milk Mustache CampaignMartha Stewart LivingTraditional Marketing and ACT ExperiencesPhysical Body ExperiencesLifestylesInteractSummary8 RELATEExamples of Successful RELATE Campaigns: Martha, Harley, Tommy, Steve, and MaoRELATE Marketing and Social InfluenceSocial Categorization and IdentityCross-Cultural ValuesThe Need for ConfirmationThe Case of Michael Jordan FragranceBeyond Categorization and IdentificationSummaryPART THREE: STRUCTURAL, STRATEGIC, AND ORGANIZATIONAL ISSUES9 EXPERIENTIAL HYBRIDS AND HOLISTIC EXPERIENCESThe New BeetleShiseido's 5S StoresHybrids and Holistic Experiences in the SupermarketExperiential HybridsA Tool for Building Hybrids: The Experiential WheelThe Holistic Playing FieldSummary10 STRATEGIC ISSUES OF EXPERIENTIAL MARKETINGIssue 1: Which SEM?Issue 2: Strategic Issues Related to the Experiential GridIssue 3: Corporate Branding and Sub-BrandingIssue 4: New Products, Brand Extentions, and Partnership StrategiesIssue 5: Global Experiental BrandingSummary11 BUILDING THE EXPERIENCE-ORIENTED ORGANIZATIONThe Dionysian CultureCreativity and InnovationTaking the Helicopter ViewThe Physical EnvironmentHiring, Training, and Personal Experiential GrowthWorking with the Right ExternalsSummaryEPILOGUENotesPermissionsIndex

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Table of ContentsContentsPREFACECHAPTER 1 Competing Through Development CapabilityThe New Industrial Competition: Driving Forces and Development RealitiesAssessing the Promise and Reality: The A14 Stereo ProjectThe Characteristics of Effective DevelopmentThe Fast-Cycle CompetitorThe Plan for the BookCHAPTER 2 The Concept of a Development StrategyA Framework for Development StrategyTechnology Planning and StrategyProduct/Market Planning and StrategyDevelopment Goals and ObjectivesThe Aggregate Project PlanProject ManagementPost-Project LearningHonda: An Example of Development Strategy in ActionCHAPTER 3 Maps and Mapping: Functional Strategies in Pre-Project PlanningThe Concept of Functional MapsThe Mapping ProcessApple Computer: The Need and Opportunity for MapsCHAPTER 4 The Aggregate Project PlanAggregate Project Plans: Promise and RealityTypes of Development ProjectsUsing Project Types: The BenefitsDeveloping an Aggregate Project PlanCHAPTER 5 Structuring the Development FunnelBasic Concepts and Their ApplicationCreating the Development Funnel: Alternative ModelsDiagnosing and Correcting Critical Issues in the Development FunnelCHAPTER 6 A Framework for DevelopmentBasic Elements of the FrameworkThe Framework for Development at Medical Electronics IncorporatedApplying the Development Framework: Comparing Four ApproachesCreating an Effective Development Process: Common Themes and Basic PrinciplesCHAPTER 7 Cross-Functional IntegrationThe MEI ExperienceA Framework for Cross-Functional IntegrationAchieving Cross-Functional IntegrationCHAPTER 8 Organizing and Leading Project TeamsProject Organization and LeadershipThe Heavyweight Team StructureBuilding Capability for Multiple ApproachesCHAPTER 9 Tools and MethodsA Framework: The Design-Build-Test CycleStructured Methodologies for Effective Problem SolvingComputer-Based SystemsAppendix to Chapter 9CHAPTER 10 Prototype/Test CyclesThe Traditional Approach to PrototypingPrototyping: A Managerial PerspectiveMatching Prototyping and Development Project RequirementsCHAPTER 11 Learning from Development ProjectsA Framework for LearningCapturing Insight and Learning to Change the Development ProcessThe Project Audit: A Framework for LearningConclusions and ImplicationsCHAPTER 12 Building Development CapabilityFour Approaches to Building CapabilityBuilding Capability: A Comparison of AlternativesCreating New Development Capability: General ObservationsChanging Behavior and Overcoming ObstaclesBuilding Capability: Management LeadershipNOTESINDEX

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Table of ContentsPrefaceAcknowledgmentsIntroduction1. Eliminating WasteSCENES IN THE FACTORYWASTE SIMPLIFY, COMBINE, AND ELIMINATE2. Back-to-Basics DisciplineHOUSEKEEPING IMPROVEMENTSWORKPLACE ORGANIZATION3. Meeting Diversified Customer Needs with Quick SetupSETUP TIME REDUCTION TECHNIQUES FOR QUICK SETUP4. Developing Flow on the Production FloorFROM PROCESS-ORIENTED LAYOUT TO PRODUCT-ORIENTED LAYOUTMACHINE UTILIZATION VERSUS ON-DEMAND UTILIZATION5. Expanding Skills for Increased FlexibilityMULTIPROCESS HANDLINGSKILL DEVELOPMENT AND JOB ROTATION6. Improving Processes for Productivity GainsPRINCIPLES FOR PROCESS IMPROVEMENTU-SHAPED LINESPROCESS ANALYSIS FOR MULTIPLE VARIETIES OF ITEMSAPPROACHES TO PROCESS IMPROVEMENT7. Strengthening Our Nerves and MusclesJIDOKA (AUTONOMATION)LINE STOP CONCEPTANDON (TROUBLE LIGHTS)PRODUCTION CONTROL BOARDSPOKA-YOKE (FOOLPROOF MECHANISMS)QUALITY AT THE SOURCEVISUAL CONTROL8. Aiming for Zero Machine TroublePREVENTIVE MAINTENANCETOTAL PRODUCTIVE MAINTENANCE9. Scheduling a Steady Flow for Better ControlLEVELED/MIXED PRODUCTIONCYCLE TIME CONTROL10. Improving with StandardsSTANDARD WORKWORK COMBINATION CHART11. Tying Things TogetherKANBANPRODUCTION CONTROL SYSTEM12. Redefining the Roles of Conveyors and TransportationCONVEYORSTRANSPORTATION13. Suppliers as Extended FactoriesNEW SUPPLIER RELATIONSHIPS14. Developing Co-Destiny with EmployeesJOB SECURITYIMPROVEMENT THROUGH PEOPLE15. Eliminating Problems at the Organizational BoundariesTOTAL OPTIMIZATION AND LOCAL OPTIMIZATION ORGANIZATIONAL STRUCTURE FOLLOWSECONOMIC NEED16. People Make It HappenCENTRALIZED AND DECENTRALIZED ORGANIZATIONOWNERSHIP, OWNERSHIP, OWNERSHIPPEOPLE MAKE IT HAPPEN17. Establishing a Competitive PositionTHE FACTORY AS ORCHESTRAINTEGRATIONGETTING STARTEDGUIDED AUTONOMYWHAT IS MANUFACTURING STRATEGY?THE NEW MANUFACTURING CHALLENGEEpilogue: Vision of the FutureBibliographyIndex

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Table of ContentsCONTENTSPrefaceAcknowledgments PART ONE: A FRAMEWORK FOR INTERNAL KNOWLEDGE TRANSFER Definitions of Knowledge and Knowledge Management KM in Action -- The Transfer of Best Practices The Barriers to Internal Transfer A Model for Best Practice Transfer PART TWO: THE THREE VALUE PROPOSITIONS Find Your Value Proposition Customer Intimacy Product-to-Market Excellence Achieving Operational Excellence PART THREE: THE FOUR ENABLERS OF TRANSFER Culture, the Unseen Hand Using Information Technology to Support Knowledge Transfer Creating the Knowledge Infrastructure Measuring the Impact of Transfer PART FOUR: REPORTS FROM THE FRONT LINES: PIONEER CASE STUDIES The View from the Top Buckman Laboratories: Empowered by K'Netix® TI's Best Practice Sharing Engine Becoming a "Knowledge Bank Sequent Computer's Knowledge "Slingshot" PART FIVE: THE FOUR-PHASE PROCESS: OR "WHAT DO I DO ON MONDAY MORNING?" Plan, Assess, and Prepare: Phase 1 Designing the Transfer Project: Phase 2 Implementation: Phase 3 Transition and Scale-Up: Phase 4 PART SIX: CONCLUSION Enduring Principles AppendixThe Knowledge Management Assessment Tool (KMAT)©ReferencesIndex

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Table of ContentsContentsForewordAcknowledgmentsIntroduction1. Crush the Competition2. The Winning Strategy3. Slightly Better Is Dangerous4. Why Companies Give Bad Service5. Great Products Make Great Salespeople6. Great Promotions Are Simple7. Price on Value but Charge What the Market Will Bear8. Be International or Fail9. Plan Products, Not Devices10. Great Products Need a Soul11. Do You Have Marketing?12. The Business of Business Is Total SatisfactionAppendix A. The Cost of Attacking a CompetitorAppendix B. How Costs and Margin Goals Affect PriceIndex

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