| | Manage for Profit, Not
for Share by
Simon-Kucher & Partners
consultants gets at the
heart of a tense and
highly charged issue for
managers the world over:
how to strike the right
balance between profit
and market share.
How do companies in
mature markets – where
savings from
cost-cutting have been | |
|
| | exhausted and
breakthrough innovations
are hard to come by –
achieve sustainable
increases in profits?
For decades, managers
have been told the
answer lies in pursuing
high market share. But
Hermann Simon, Frank F.
Bilstein, and Frank Luby
argue that this
misguided advice has
destroyed, rather than | |
|
| | created, an additional
profit potential.
In the book, the
authors contend that
companies can extract a
profit potential of 1% -
3% of revenue by
pursuing a profit,
rather than a market
share, orientation. The
authors lay out a
practical, proven
programme for making
significantly more money | |
|
| | by reconfiguring the
marketing mix to sell
existing products and
services in different
ways. The book offers
practical strategies
managers can use to
differentiate mature
products, raise prices
effectively, time
promotional activities
properly, better
understand consumer
preferences, and more.
| |
|
| |
A convincing
counter-argument to the
reigning market share
dogma, this book
outlines the new
mind-set and tools
managers will need to
bring their companies
closer to peak profit
performance.
| |
|
Previous Page 
