Product Description

According to Slywotzky, value migration is the flow of economic and shareholder value away from an increasingly outmoded business design toward others that are better equipped to create utility for customers and profit for the company. This book describes the skills that managers will need to identify value shifts in their own industries and to craft the key moves that will determine their ability to achieve and sustain value growth.

Product Details

• Amazon Sales Rank: #68272 in Books
• Published on: 1995-11-01
• Original language: English
• Number of items: 1
• Binding: Hardcover
• 326 pages

Customer Reviews

New insights on strategic planning - a macro industry view
Looks at strategic planning by assigning value to an organization by its overall market value which is its capitalization at any given time (share times price plus long term debt) on the basis that this reflects how thousands of interested parties (stockholders, industry analysts, customers, suppliers, governements, etc.) view an organizations business design and its long term viability. Excellent detailed examples of industry after industry included showing how organizations with a good idea of how to serve an ever changing customer enviornment first gain value, then stabilize then lose value as other entrants into their industry are more in tune with customer priorities and develop a better business design. Author is from CDI (Corporate Decisions, Inc. in Boston) which consults with clients on "growth opportunities" more than "organizational problems".

Right idea - tedious execution
The core idea of this book is correct - moving to ways that create superior value for customers will create a superior position for your firm.

However, you could distill the message into half the pages and save a lot of time.

Worth reading - but borrow a copy.

A appropriate book for those businesses in need of growth
Writer makes overly bold assumptions without satisfactory data but points out very important trends and the value migration theory does make sense.

Overly reliant on the ratio of capitalization to sales. Misses fundamental strength and core competence of older companies. The summary lesson of the book can be described as "company be nimble company be quick"