Creating Strategic Leverage, Matching Company Strengths with Market Opportunities, Milind Lele strategic leverage, affect leverage, competitive position, market opportunities, can affect, market signaling, creating strategic
 
   

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Creating Strategic Leverage

Matching Company Strengths with Market Opportunities

 Milind Lele

 
   
 
 
 
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strategic leverage
affect leverage
competitive position
market opportunities
can affect
market signaling
creating strategic
creating strategic leverage
destabilize industry
influence change
change terms
terms competition
influence change terms
change terms competition
buyer power
company competitive
strategic choices
company competitive position
powerful buyers
industry structure
mobility barriers
strategy process
leverage paradigm
leverage choices
affects maneuver
can affect leverage
dimensions maneuver
industry evolution
evolution stages
industry mapping
terrain dangerous
choices leverage
capitalize leverage
matching company
company strengths
strengths market
matching company strengths
company strengths market
strengths market opportunities
sales marketing
Milind Lele
Wiley Caldwell
Raymond Clark
Ganguly
Philip Kotler
Creating Strategic Leverage
Matching Company Strengths with Market Opportunities
Sales & Marketing
Brand loyalty
Brand management
Competitor analysis
Consumer behavior
Customer loyalty
Customer retention
Direct marketing
Global markets
Growth strategies
Internet marketing
Market research
Market share
Marketing mix
Mass customization
Niche markets
Product life cycles
Relationship marketing
Value chain
Value proposition
Milind Lele
Wiley Caldwell
Raymond Clark
Ganguly
Philip Kotler


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Following are the titles and brief quotes from the Concept Extracts that make up this Concept Book Summary.
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Understanding Strategic Leverage

"Strategic leverage: a maneuver multiplied by return."
Leverage Adds Value to the Strategy Process

"Leverage creates a common vocabulary and language within the organization, enabling very disparate groups to discuss strategic issues productively."
The Strategic Leverage Paradigm

"Once we understand structure, we can identify likely constraints on the firm's maneuver, such as powerful buyers, high degree of industrial rivalry, mobility barriers, and so forth."
Industry Structure and Strategic Leverage

"The structure of an industry has a profound effect on a company's strategic leverage."
The Effects of Competitive Position on Leverage and Choices

"By restricting leverage, a company's competitive position limits its strategic choices."
How Position Affects Maneuver

"The weaker a company's position, that is, the less it is able to influence or change the terms of competition, the lower the company's return."
How Buyer Power Can Affect Leverage

"Powerful buyers can prevent industry consolidation."
How Supplies and Substitutes Can Affect Leverage

"Supplier power is the mirror image of buyer power."
How Barriers to Entry and Rivalry Affect Leverage

"In some cases, intense rivalry may even destabilize the industry, as participants become increasingly desperate in their efforts to improve their competitive position."
Dimensions of Maneuver

"How wide should our product line be? Which types of channels should, or shouldn't, we use? How far can we safely cut sales expenditures?"
Industry Evolution and Strategic Leverage

"We must stress that the process isn't entirely one-sided; individual firms' strategies can, and do, affect industry structure profoundly."
Industry Evolution Stages

"Early in the life of an industry there is very little conflict or even perception of conflict."
Strategic Industry Mapping

"Mobility barriers help keep competitors out of specific niches, thereby enhancing group or industry stability."
Why a Flat Terrain is Dangerous

"Major efforts to significantly expand share are likely to destabilize the industry; therefore, any such moves should be weighed very carefully."
Market Signaling

"The primary purpose of market signaling is to legally control the intensity of competition in any industry and thereby retain some freedom of maneuver and leverage, especially with regard to pricing."
Strategic Choices and Leverage

"Companies do not have to accept the limitations on strategic leverage imposed by structure or position."
Successful Products Capitalize on Leverage

"Managers must have an intimate, almost intuitive appreciation of their company's leverage when selecting new product tactics."
 


This Book Summary contains Concept Extracts from:

Creating Strategic Leverage
Milind Lele

John Wiley & Sons, Inc.
1992
Copyright (c) 1992 by Milind M. Lele.


Biography: Milind M. Lele is Managing Director of the prestigious Chicago-based firm SLC Consultants, Inc. He is also a Senior Lecturer at the University of Chicago's Graduate School of Business, where he teaches marketing and business policy. A management consultant for over two decades, Dr. Lele has worked with a large number of U.S. and overseas corporations on problems of customer satisfaction, operations, marketing, and business strategy. Dr. Lele holds BS and BE degrees from institutions in India, and obtained his PhD from Harvard University. He is also the author of the critically acclaimed The Customer is Key, a pioneering work on the importance of customer satisfaction in business strategy.

Key Phrases in this title:
strategic leverage, affect leverage, competitive position, market opportunities, can affect, market signaling, creating strategic, creating strategic leverage, destabilize industry, influence change, change terms, terms competition, influence change terms, change terms competition, buyer power, company competitive, strategic choices, company competitive position, powerful buyers, industry structure, mobility barriers, strategy process, leverage paradigm, leverage choices, affects maneuver, can affect leverage, dimensions maneuver, industry evolution, evolution stages, industry mapping, terrain dangerous, choices leverage, capitalize leverage, matching company, company strengths, strengths market, matching company strengths, company strengths market, strengths market opportunities, sales marketing, Milind Lele, Wiley Caldwell, Raymond Clark, Ganguly, Philip Kotler

Books at MeansBusiness by: Milind Lele
 
         


 
 
           
     
 
 



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The 4 Routes to Entrepreneurial Success John Miner|1996
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Beyond Maxi-Marketing The New Power of Caring and Daring | Stan Rapp, Thomas Collins|1994
Beyond Spin The Power of Strategic Corporate Journalism | Markos Kounalakis, Drew Banks, Kim Daus|1999
Brand Asset Management Driving Profitable Growth Through Your Brands | Scott Davis|2000
Brand Leadership | David Aaker, Erich Joachimsthaler|2000
The Brand Mindset[tm] How Companies Like Starbucks, Whirlpool, and Hallmark became Genuine Brands and Other Secrets of Branding Success | Duane Knapp|2000
Brand Spirit How Cause Related Marketing Builds Brands | Hamish Pringle, Marjorie Thompson|1999
Building Brand Identity A Strategy for Success in a Hostile Marketplace | Lynn Upshaw|1995
Building Strong Brands David Aaker|1996
Consultative Selling Mack Hanan|1995
Corporate Creativity How Innovation and Improvement Actually Happen | Alan Robinson, Sam Stern|1997
Creating Strategic Leverage Matching Company Strengths with Market Opportunities | Milind Lele|1992
Crossing the Chasm Marketing and Selling High-Tech Products to Mainstream Customers | Geoffrey Moore|1999
Customer Centered Selling Eight Steps to Success from the World's Best Sales Force | Robert L Jolles|1998
The Customer Is CEO How to Measure What Your Customers Want—And Make Sure They Get It | Forler Massnick|1997
Customer Specific Marketing The New Power in Retailing | Brian Woolf|1996
Customer-Driven Strategy Winning Through Operational Excellence | Thomas Wallace|1992
Customers As Partners Building Relationships That Last | Chip Bell|1994
Cyber Rules Strategies for Excelling at E-Business | Thomas Siebel, with Pat House|1999
Disruption Overturning Conventions and Shaking up the Marketplace | Jean-Marie Dru|1996
Divide and Conquer Target Your Customers Through Market Segmentation | Harry Webber|1998
Driving Brand Value Using Integrated Marketing to Manage Profitable Stakeholder Relationships | Tom Duncan, Sandra Moriarty|1997
Driving Customer Equity How Customer Lifetime Value is Reshaping Corporate Strategy | Roland Rust, Valarie Zeithaml, Katherine Lemon|2000
The E-Commerce Arsenal 12 Technologies You Need to Prevail in the Digital Arena | Alexis Gutzman|2001
Eating the Big Fish How Challenger Brands Can Compete Against Brand Leaders | Adam Morgan|1999
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The Experience Economy Work Is Theatre & Every Business a Stage | Joseph Pine, James Gilmore|1999
Experiential Marketing How to Get Customers to Sense, Feel, Think, Act, Relate to Your Company and Brands | Bernd Schmitt|1999
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Global Jumpstart The Complete Resource for Expanding Small and Midsize Businesses | Ruth Stanat, Chris West|1999
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The Handbook of Strategic Public Relations & Integrated Communications Clarke Caywood|1997
How Hits Happen Forecasting Predictability in a Chaotic Marketplace | Winslow Farrell|1998
Industrial Marketing Strategy | Frederick Webster|1995
Innovation Explosion Using Intellect and Software to Revolutionize Growth Strategies | James Brian Quinn, Jordan Baruch, Karen Anne Zien|1997
Inside the Tornado Marketing Strategies from Silicon Valley's Cutting Edge | Geoffrey Moore|1995
The Interactive Marketplace Business-to-Business Strategies for Delivering Just-in-Time, Mass-Customized Products | Keith Brown|2000
Kotler on Marketing How to Create, Win, and Dominate Markets | Philip Kotler|1999
Lessons from the Nordstrom Way How Companies are Emulating the #1 Customer Service Company | Robert Spector|2000
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Managing Channels of Distribution The Marketing Executive's Complete Guide | Kenneth Rolnicki|1998
Managing Major Sales Practical Strategies for Improving Sales Effectiveness | Neil Rackham, Richard Ruff|1991
Market Research Matters Tools and Techniques for Aligning Your Business | Robert Duboff, Jim Spaeth|2000
Marketing Myths That Are Killing Business The Cure for Death Wish Marketing | Kevin Clancy, Robert Shulman|1994
Marketing Plans That Work Targeting Growth and Profitability | Malcolm McDonald, Warren Keegan|1997
Marketing Research | David Aaker, Kumar, George Day|2001
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The Masterbrand Mandate The Management Strategy That Unifies Companies and Multiplies Value | Lynn Upshaw, Earl Taylor|2000
Mastering Marketing The Complete MBA Companion in Marketing | Neville Hawcock, Tim Dickson|1999
Net Worth Shaping Markets When Customers Make the Rules | John Hagel, Marc Singer|1999
The New Marketing Era Marketing to the Imagination in a Technology-Driven World | Paul Postma|1999
The New Positioning The Latest on the World's #1 Business Strategy | Jack Trout, Steve Rivkin|1996
The One to One Fieldbook The Complete Toolkit for Implementing a 1to1 Marketing Program | Don Peppers, Martha Rogers, Bob Dorf|1999
Outrageous! Unforgettable Service. . . Guilt Free Selling | Scott Gross|1998
The Paradox Process Creative Business Solutions . . . Where You Least Expect to Find Them | Derm Barrett|1998
Permission Marketing Turning Strangers into Friends, and Friends into Customers | Seth Godin|1999
Power Base Selling Secrets of an Ivy League Street Fighter | Jim Holden|1999
The Power of Logos How To Create Effective Company Logos | William Haig, Laurel Harper|1997
The Power of Now How Winning Companies Sense & Respond to Change Using Real-Time Technology | Vivek Ranadive|1999
Public Relations on the Net Winning Strategies to Inform and Influence the Media, the Investment Community, the Government, the Public, and More! | Shel Holtz|1998
Relationship Marketing New Strategies, Techniques and Technologies to Win the Customers You Want and Keep Them Forever | Ian Gordon|1998
Relationship Marketing Successful Strategies for the Age of the Customer | Regis McKenna|1991
Relentless The Japanese Way of Marketing | Johny Johansson, Ikujiro Nonaka|1996
Relentless Growth How Silicon Valley Innovation Strategies Can Work in Your Business | Christopher Meyer|1998
Rethinking the Sales Force Redefining Selling to Create and Capture Customer Value | Neil Rackham, John De Vincentis|1999
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Sales & Marketing
Book Extract Suites
Each Suite contains extracts from 3 to 10 books focused on a single business concept

  • Market Creation, Innovation & Growth
    • Analyzing the Market Malcolm McDonald, Warren Keegan, Roger Blackwell, David Aaker, Christopher Gardner, Sergio Zyman, Michael Berry, Gordon Linoff, Wayne Burkan, Philip Kotler, Peter Drucker
    • Transitioning to Web Marketing Geoffrey Moore, Rick Levine, Christopher Locke, Doc Searls, David Weinberger, Pauline Bickerton, Matthew Bickerton, Kate Simpson-Holley, Jill Ellsworth, Matthew Ellsworth, Richard Gascoyne, Koray Ozcubukcu, Tom Duncan, Sandra Moriarty, David Bovet, Kim Bayne, Walid Mougayar, Joseph Martha
  • Integrated Marketing, Sales & Service
    • Developing a Marketing Strategy Alvin Lehnerd, Marc Meyer, Malcolm McDonald, Warren Keegan, Jack Trout, Leonard Schlesinger, David Aaker, James Antos, James Brimson, Brian Bloomfield, Dale Littler, David Knights, Philip Kotler, Rod Coombs, James Heskett, Earl Sasser, Kathy Yohalem
    • Selling Solutions, Not Products Robert L Jolles, Kenneth Preiss, Steven Goldman, Roger Nagel, Sharon Drew Morgan, Neil Rackham, John De Vincentis, Barbara Geraghty, Kim Wallace, Harry Washburn, Scott Gross, Adrian Slywotsky, Frederick Webster
    • Exceptional Customer Service Richard Whiteley, Diane Hessan, Regis McKenna, Jack Schmid, Robert Hiebeler, Thomas B Kelly, Charles Ketteman, Jacques Horovitz, Stanley Brown, Alan Webber, Douglas Gantenbein, Jeremy Hope, Tony Hope, David Packard, Gene Tyndall, Christopher Gopal, Wolfgang Partsch, John Kamauff
  • Establishing Value & Pricing
    • Financial Analysis for Successful Marketing Robert Dolan, Malcolm McDonald, Warren Keegan, Jack Trout, Sergio Zyman, Lianabel Oliver, James Antos, James Brimson, Philip Kotler, Janet Lowe, Hermann Simon, Kim Bayne, Garth Hallberg, James Sagner
    • Calculating Customer Value Don Peppers, Martha Rogers, Neil Rackham, John De Vincentis, Thomas Hargraves, Edward Wakin, Jack Schmid, Ian Gordon, Jacques Horovitz, Bob Dorf, James Cortada, Robert Duboff, Joan Koob Cannie, Stanley Brown, Frederick Reichheld, Alan Webber, Jim Spaeth, Jeremy Hope, Tony Hope
    • Pricing for Profitability Robert Dolan, Malcolm McDonald, Warren Keegan, Sharon Oster, Shiv Mathur, Alfred Kenyon, Evan Schwartz, Hermann Simon, Shahid Ansari, Jan Bell, Scott Davis, CAM-I Target Cost Core Group
  • Finding & Targeting Customers
    • Personalization Strategies Carl Shapiro, Hal Varian, Don Peppers, Martha Rogers, Jonathan Ezor, Robbin Zeff, Brad Aronson, Andrew Shapiro, Michael Fradette, Steve Michaud, Leonard Berry, Bob Dorf, Richard Gascoyne, Koray Ozcubukcu, Paul Postma, Kate Maddox, Dana Blankenhorn
    • Identifying Customer Preferences Richard Whiteley, Diane Hessan, Leonard Schlesinger, Walter Tornow, Robert Hiebeler, Thomas B Kelly, Charles Ketteman, Daniel Stowell, Jacques Horovitz, Theodore Kinni, Glenn Rifkin, Manuel London, Shahid Ansari, Jan Bell, James Heskett, Earl Sasser, CAM-I Target Cost Core Group, Sam Hill
  • Customer Relationships & Satisfaction
    • Measuring Customer Satisfaction Robert Kaplan, Leonard Schlesinger, George Day, David Aaker, Thomas Hargraves, Edward Wakin, Robert Hiebeler, Thomas B Kelly, Charles Ketteman, Mark Graham Brown, Kumar, Jacques Horovitz, James Cortada, Tom Connellan, Forler Massnick, Ron Zemke, Stanley Brown, James Heskett, Earl Sasser, David Norton
  • Corporate Positioning & Branding
    • Developing Marketing Plans Malcolm McDonald, Warren Keegan, Jack Nilles, David Aaker, Paul Millier, Daniel Janal, Philip Kotler, Shona Brown, Kathleen Eisenhardt, Kim Bayne, Kathy Yohalem, Peter Drucker
    • Implementing Marketing Plans Malcolm McDonald, Warren Keegan, Don Peppers, Martha Rogers, Don Schultz, Stanley Tannenbaum, Robert Lauterborn, Bob Dorf, Tom Duncan, Sandra Moriarty, Kevin Clancy, Robert Shulman, Philip Kotler, Seth Godin, Glenn Rifkin, Stan Rapp, Thomas Collins, Kim Bayne, Sam Hill
    • Brand Leadership Barry Gibbons, David Aaker, Adam Morgan, Evan Schwartz, Glenn Rifkin, Agnieszka Winkler, Chuck Martin, John Mariotti, Scott Davis, Paul Cohen, Frances Hesselbein, Sam Hill, Kathy Yohalem, Lynn Upshaw
  • Advertising, Public Relations & Promotion
    • Transitioning from Mass Marketing Don Peppers, Martha Rogers, Ian Gordon, Michael Hammer, James Champy, Bob Dorf, Joseph Pine, Paul Postma, Philip Kotler, James Gilmore, Seth Godin, Forler Massnick, Stan Rapp, Thomas Collins, Harry Webber
    • Marketing Communications: Strategy & Tactics Malcolm McDonald, Warren Keegan, Don Schultz, Jonathan Ezor, Robbin Zeff, Brad Aronson, Sergio Zyman, Stanley Tannenbaum, Robert Lauterborn, Sharon Oster, Adam Morgan, Glenn Rifkin, Stan Rapp, Thomas Collins, Scott Davis, Garth Hallberg, Sam Hill
  • Partnerships, Alliances & Co-opetition
    • Partner Relationship Management John Oleson, Jac Fitz-Enz, John Schorr, Geoffrey Moore, Leonard Berry, Martin Deise, Conrad Nowikow, Patrick King, Amy Wright, Jay Galbraith, William Bergquist, Juli Betwee, David Meuel, Susan Mohrman, Edward Lawler, Peter Cohan, Mohamed Zairi
  • Global Marketing Challenges
    • Global Marketing Strategy Robert Dolan, Jonathan Story, Jonathan Ezor, Jean-Pierre Jeannet, Murray Weidenbaum, Samuel Hughes, David Aaker, David Greising, Rolf Jensen, Robert Grosse, Johny Johansson, Ikujiro Nonaka, Hermann Simon
    • Competing in the Global Marketplace Robert Slater, Marshall Goldsmith, Jean-Pierre Jeannet, Richard Schubert, Frances Cairncross, Virginia O'Brien, Sharon Oster, David Moschella, Gary Hamel, Sumantra Ghoshal, Christopher Bartlett, Richard Beckhard, Al Ries, Browning Rockwell, Paul Cohen, Frances Hesselbein, Prahalad
    • See additional works by: Milind Lele, Creating Strategic Leverage , Matching Company Strengths with Market Opportunities

    You'll find in-depth information on the following topics at this site:

    Creating Strategic Leverage, Matching Company Strengths with Market Opportunities, Milind Lele, Wiley Caldwell, Raymond Clark, Ganguly, Philip Kotler, strategic leverage, affect leverage, competitive position, market opportunities, can affect, market signaling, creating strategic, creating strategic leverage, destabilize industry, influence change, change terms, terms competition, influence change terms, change terms competition, buyer power, company competitive, strategic choices, company competitive position, powerful buyers, industry structure, mobility barriers, strategy process, leverage paradigm, leverage choices, affects maneuver, can affect leverage, dimensions maneuver, industry evolution, evolution stages, industry mapping, terrain dangerous, choices leverage, capitalize leverage, matching company, company strengths, strengths market, matching company strengths, company strengths market, strengths market opportunities, sales marketing, Milind Lele, Wiley Caldwell, Raymond Clark, Ganguly, Philip Kotler, Creating Strategic Leverage, Matching Company Strengths with Market Opportunities, Sales & Marketing, Milind Lele, Wiley Caldwell, Raymond Clark, Ganguly, Philip Kotler, Brand loyalty, Brand management, Competitor analysis, Consumer behavior, Customer loyalty, Customer retention, Direct marketing, Global markets, Growth strategies, Internet marketing, Market research, Market share, Marketing mix, Mass customization, Niche markets, Product life cycles, Relationship marketing, Value chain, Value proposition, Milind Lele, Wiley Caldwell, Raymond Clark, Ganguly, Philip Kotler, Sales & Marketing

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    Creating Strategic Leverage, Matching Company Strengths with Market Opportunities, Milind Lele strategic leverage, affect leverage, competitive position, market opportunities, can affect, market signaling, creating strategic, creating strategic leverage, destabilize industry, influence change, change terms, terms competition, influence change terms, change terms competition

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