DMR 02/2010
Differentiation
Published on 16.06.2010
How does a company go about setting itself apart from the competition? What makes products, even the company as a whole, unique? We explore these questions and more from a broad range of perspectives in the current issue of DMR. In an age in which quality, competence, or flexibility have become characteristics which are taken for granted, Michel Porter's thought model of "being different" no longer appears feasible as a long-term goal. So it is exciting to see what the authors have selected as their starting points. Corporate culture as a strategic success factor is only one of the points of discussion, which also include differentiated organizational structures and processes, internal controlling systems, and the approach of exploiting service for the purpose of differentiation.
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Summary of the contents
Dr. Verena Schmidtmann, Uwe Weber
Successful Business Transformation
How can you guarantee that IT won‘t get in the way of...
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Dr. Hans-Peter Petry, Dr. Stefan Schnitter
Between Scylla and Charybdis
How much differentiation potential do the performance c...
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Anna Kuruvilla, Raffaela Wintergerst, Rü
The Value of Value
Corporate culture as a strategic success factor
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Christine Klein, Nicole Panchyrs, Philipp
Mayflies and Legends
Differentiation of organizational structures and proces...
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Andreas Penkert, Carsten Schulz, Tobias
The End of the “Watering Can Principle”
Every customer receives the service he deserves
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