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Discovering revolutionary strategies

Discovering revolutionary strategies Posits that all industries fall into three categories: the rule makers (e.g., IBM and Coca‐Cola) the rule takers (e.g., Fujitsu and McDonnell Douglas) and the rule breakers (e.g., IKEA, The Body Shop, Swatch and Southwest Airlines). Proposes ten principles that can help companies release ideas for the future and lists these with full explanations. Highlights, in a box, three areas in which opportunities for revolution arise: the offering; the market; and industry boundaries. Concludes that participating in the process of creating strategy helps to inspire people to implement it. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Antidote Emerald Publishing

Discovering revolutionary strategies

The Antidote , Volume 3 (6): 2 – Sep 1, 1998

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Publisher
Emerald Publishing
Copyright
Copyright © 1998 MCB UP Ltd. All rights reserved.
ISSN
1363-8483
DOI
10.1108/EUM0000000006628
Publisher site
See Article on Publisher Site

Abstract

Posits that all industries fall into three categories: the rule makers (e.g., IBM and Coca‐Cola) the rule takers (e.g., Fujitsu and McDonnell Douglas) and the rule breakers (e.g., IKEA, The Body Shop, Swatch and Southwest Airlines). Proposes ten principles that can help companies release ideas for the future and lists these with full explanations. Highlights, in a box, three areas in which opportunities for revolution arise: the offering; the market; and industry boundaries. Concludes that participating in the process of creating strategy helps to inspire people to implement it.

Journal

The AntidoteEmerald Publishing

Published: Sep 1, 1998

Keywords: Strategic choice; Strategy; Change

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