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BLUE LINE IMPERATIVE, THE: WHAT MANAGING FOR VALUE REALLY MEANS

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BLUE LINE IMPERATIVE, THE: WHAT MANAGING FOR VALUE REALLY MEANS
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BLUE LINE IMPERATIVE, THE: WHAT MANAGING FOR VALUE REALLY MEANS

 KAISER, KEVIN

Hardcover

฿1,395
฿1,185.75
(Save ฿209.25 )

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With this product, you earn 47 point(s).

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คำที่เกี่ยวข้อง MANAGEMENT STRATEGY & TECHNIQU

Synopsis: BLUE LINE IMPERATIVE, THE: WHAT MANAGING FOR VALUE REALLY MEANS

A groundbreaking guide to making profitable business decisions Do you wonder why your value initiatives aren't providing the payoff you'd hoped for? Could it be because you've been thinking about value all wrong? According to the authors of this groundbreaking guide, there's a very good chance that you have. Using examples from leading companies worldwide, they explain why every decision a company makes either creates value or detracts from it, and why, if they hope to survive and thrive in today's increasingly competitive global marketplace, company leaders must make value-creation the centrepiece of every business decision. Authors Kaiser and Young have dubbed this approach "Blue-Line Management," (BLM), and in this entertaining, highly accessible book, they delineate BLM principles and practices and show you how to implement them in your company. Explains why the failure to properly define and assess value often makes it difficult for the people who manage businesses to effect long-term success Offers guidelines for making the satisfaction of customer needs and wants--i.e. value creation--the driver of all business activities The authors are respected academics at INSEAD, the world's largest and most respected graduate business school, with campuses in Europe, Asia and the Middle East

Product Details

ISBN 9781118510889
Weight 0.72
Publisher JOHN WILEY & SONS SINGAPORE PTE. LED.
Book Size (cm.) 177x244x24
Language English
Number of Pages 320

Highlight

A groundbreaking guide to making profitable business decisions Do you wonder why your value initiatives aren't providing the payoff you'd hoped for? Could it be because you've been thinking about value all wrong? According to the authors of this groundbreaking guide, there's a very good chance that you have. Using examples from leading companies worldwide, they explain why every decision a company makes either creates value or detracts from it, and why, if they hope to survive and thrive in today's increasingly competitive g view all

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