|
|
Management:
Management needs to anticipate changes in market structure that result from changes in the economy, from changes in fashion or taste, from moves by competition.
|
103 |
|
|
Management:
…whoever contents himself to rise with the tide will also fall with it.
|
103 |
|
|
Management:
Defining the purpose and mission of the business is difficult, painful, and risky. But it alone enables a business to set objectives, to develop strategies, to concentrate its resources, and to go to work.
|
104 |
|
|
Management:
If objectives are only good intentions, they are worthless. They must degenerate into work. And work that is always specific, always has – or should have – clear, unambiguous, measurable results, a deadline, and a specific assignment of accountability.
|
106 |
|
|
Management:
Marketing and innovation are the foundation areas in objective setting. It is in these two areas that a business obtains its results.
|
106 |
|
|
Management:
Market domination tends to lull the leader to sleep; monopolists flounder on their own complacency rather than on public opposition.
|
107 |
|
|
Management:
Market domination produces tremendous internal resistance against any innovation and thus makes adaptation to change dangerously difficult.
|
107 |
|
|
Management:
There is… well-founded resistance in the marketplace to dependence on one dominant supplier… no one likes to be at the mercy of the monopoly supplier.
|
107 |
|
|
Management:
The market standing to aim at is not the maximum but the optimum.
|
108 |
|
|
Management:
There are essentially three kinds of innovation in every business: innovation in product or service, innovation in marketplace and consumer behavior and values, and innovation in the various skills and activities needed to make the products and services at to bring them to market.
|
108 |
