Features
- Cover Type: Hard Cover with 288 pages
- Published by: Palgrave Macmillan September 14, 2001
- Written in: English
- ISBN 10 Number: 0312240465
- ISBN 13 Number: 978-0312240462
-
Book Dimensions:
9.3 x 6.3 x 1 inches
- Weighs: 1.2 pounds
From Publishers Weekly
MIT professor Hax and consultant Wilde aim to show how to squeeze more profits and greater efficiency out of an organization. Building off the work of Michael Porter, C.K. Prahalad and Gary Hamel, they argue that the best way to gain competitive advantage is to bond with customers rather than to beat out the opposition. While they sketch out useful approaches, most management theory readers will recognize their approach as only an incremental advance in conventional wisdom.
Copyright 2001 Cahners Business Information, Inc.
From Booklist
Hax is a professor at MIT's Sloan School of Management and a consultant at Dean & Company, a strategy consulting and investing firm founded and headed by Wilde. From their work with clients, the pair has concluded that today's new forms of networks (digital, physical, and economic) have made existing frameworks for business strategy outmoded. Previous strategic models have focused on rivalry; the Delta model conceived by Hax and Wilde is based on bonding, as companies forge new relationships with customers, suppliers, competitors, substitutes, and complementors. The authors describe competition based upon product, customer, and system economics--the three distinct strategic options of the Delta model's "Triangle." They contrast these options with those afforded by earlier models and detail the eight ways for implementing them. They show how Motorola is using the Delta model as "the driving intellectual force behind [its] strategic repositioning," identify three separate "Adaptive Processes" for linking execution with strategy, and analyze the Internet industry using the Delta model.
David RouseCopyright © American Library Association. All rights reserved
Reader ReviewsThis book has nothing new to suggest in the area of strategy. The "model" is no different than anything else suggested many years ago, and the examples of US Air and Enron are laughable. I would not recommend this book.
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