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Chapter 4. Thinking e-Business Design: M... > The Race to Create Novel e-Business ...

The Race to Create Novel e-Business Designs

Jack Welch, CEO of General Electric, once said, "When the rate of change in the marketplace exceeds the rate of change in the organization, the end is in sight."[1] The demands that corporations place on their managers in charge of corporate strategy have never been greater. CEOs are asking their managements to invent the next generation of breakthrough products, find innovative ways to cut costs and manage channels, and develop a strategy for getting products to market faster—all while achieving quality throughout. More than ever before, corporate strategists responsible for new product and service offerings are held accountable for getting it right the first time, in terms of cost, time to market, and quality. Aside from the obvious competitive pressures, huge dollar amounts are at stake if any of these factors is misread. Choosing the right strategy accelerates market penetration and minimizes cost. Choosing the wrong strategy can cause years of repercussions in cost, quality, customer satisfaction, and supply chain issues—serious problems no amount of tinkering will fix.

The business world provides us with a number of exemplary firms whose management teams discern and implement new strategies with consistent success. Why do some companies always seem to be in the right place at the right time with the right strategy? How does American Express continually improve service in the competitive charge card and business travel markets? How was Dell able to operationally outmaneuver Compaq, IBM, HP, and others in the cutthroat computer industry? Why are Cisco's competitors losing market share to this innovative supplier of networking gear?


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