What is included with this book?
Fred Wiersema advises senior executives on market strategy. Born in the Netherlands, he holds a doctorate from Harvard Business School and lives near Boston.
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Appendix One: The Basis of the Research | 225 | (8) | |||
Exhibits: The Top 200 new Market Leaders The Non-U.S. Market Leaders | 233 | (11) | |||
Appendix Two: Spring 2002 Update | 244 | (4) | |||
Acknowledgments | 248 | (1) | |||
Index | 249 |
The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.
The Used, Rental and eBook copies of this book are not guaranteed to include any supplemental materials. Typically, only the book itself is included. This is true even if the title states it includes any access cards, study guides, lab manuals, CDs, etc.
The idea for this book originated during a World Economic Forum summit meeting in 1996. Over lunch, I joined a number of U.S. and European executives in aan animated discussion about the emerging Internet economy. In the United States, some of the Europeans noted, managers appear fascinated by colorful stories about upstarts, whereas in Europe they show a bias for hard data and solid track records. "Tell me," one person asked, "when you watch all the hype about the the Web and these New Economy players, how do you size up their true influence and potential?" With no satisfactory answer, it occurred to me that we needed a fresh way to look at companies' performance and market strategies, and one that would apply to both conventional and new businesses.
Consider: WhenFortunemagazine surveyed more than ten ten thousand executives, directors, and securities analysts to compile its 1999 lists of most-admired companies, Catepillar Inc. led the industrial and farm equipment suppliers, and Merrill Lynch & Co., the securities firm.
The question is, didFortune'slist really identify the role models for the New economy? Did it pick out those companies that strongly influence how the marketplace is evolving in this era of unprecedented competition? These questions questions assume critical importance as managers try to cope with today's challenges.
When I designed my own list of the top 100 new market leaders that same year, Caterpillar and Merrill Lynch were not on it. And that was only the beginning of where the lists differed.
My lists included then ( as it still does) Yahoo! Inc., QUALCOMM Inc., Amazon.com, Inc., Amegen Inc., Solectron Corporation, Infinity Broadcasting Corporation, and Carnival Corporation. Theses highfliers and others whose names you recognize instantly--because their appeal to customers and performances in the stock market over the past several years have been nothing short of phenomenal--were not even mentioned onFortune's 1999roll of honor. A year later,Fortunestill had not recognized them.
Excerpted from New Market Leaders: Who's Winning and How in the Battle for Customers by Fred Wiersema
All rights reserved by the original copyright owners. Excerpts are provided for display purposes only and may not be reproduced, reprinted or distributed without the written permission of the publisher.