hbr: Five Charts that Changed Business: hc 的評論

Five Charts that Changed Business

The Experience Curve Created by the Boston Consulting Group in 1966, this diagram may look simple, but it captured the notion that companies develop competitive advantage through economies of scale: Over time, they learn to lower costs, gain efficiencies, and improve products by redesigning and utilizing better technology. Source: Walter Kiechel, The Lords of Strategy (Harvard Business Press, 2010)

我是這經驗曲線的專家 在1986年的生產管理與實務書中就有專章討論
我現在的看法是他只是單維的圖示 問題很多

Five Charts that Changed Business

The Growth Share Matrix This grid, devised at Boston Consulting Group in 1968, crystallized the relationship between market growth and market share to help determine the overall prospects for various business units. It is used to teach managers to milk cash cows, divest dogs, invest in stars, and weigh the risks and rewards of question marks. Source: Walter Kiechel, The Lords of Strategy (Harvard Business Press, 2010)

這張其實是上張的推廣 我在類似前瞻策略思考法或財務與成本分析 介紹過
我從來不認為商業決策這樣死板

Five Charts that Changed Business

The Five Forces Prior to Michael Porter's breakthrough 1979 HBR article, "competition" referred to rivalry between companies. Few people considered whether or why some industries were inherently more or less profitable than others or how persistent their profits were over time. Porter's diagram changed that—and students, strategists, consultants, and entrepreneurs now assess a company's competitive position according to the strength of the five forces. Source: "How Competitive Forces Shape Strategy," HBR March–April 1979

這是產業策略大師的招牌
我約1984年寫信告訴他
他在多國的物流成本分析的方法PHILIPS公司早就用過

Five Charts that Changed Business

Disruptive Innovation When Clayton M. Christensen and Joseph L. Bower introduced this idea, in a 1995 HBR article, their simple chart illustrated a key insight: Established players can be threatened by lower-quality offerings that fulfill the needs of "overserved" customers—and those offerings tend to improve over time. Source: "Disruptive Technologies: Catching The Wave," HBR January–February 1995

這又是另外一位大師的說法 它讓許多大公司的老闆心驚
譬如說 Intel 公司的Andy Grove找他
他接著寫幾本書探討創新與管理這現象
然而 可能有神拜拜比沒拜好

Five Charts that Changed Business

The Market Pyramid Today managers take for granted that the biggest growth opportunities lie in emerging markets—and that viable businesses can be built to serve people near "the bottom of the pyramid." That can be traced to this chart, introduced by C.K. Prahalad and Kenneth Lieberthal in HBR in 1998. People living on $5,000 to $10,000 a year may not sound like lucrative consumers, but they constitute a demographic of immense purchasing power for companies selling food, housing, or energy. Source: "The End Of Corporate Imperialism," HBR July–August 1998

這張圖選得不好 這觀念在20世紀中就有啦