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The Profit Zone: How Strategic Business Design Will Lead You to Tomorrow's Profits (Paperback)
Not currently in the store – Usually ships in 1-5 days
The book that answers the most fundamental question in business: Where Will I Make a Profit Tomorrow?
Why do some companies create sustained, superior profits year after year? Why are they always far ahead of their competitors in discovering the ever-changing profit zones of their industry? Why do others languish as their traditional way of doing business turns into a no-profit zone? The Profit Zone provides the answers. It is a brilliant, original, and practical explanation of how and why high profit happens.
About the Author
ADRIAN J. SLYWOTZKY is the author of Value Migration and the coauthor of The Profit Zone and Profit Patterns. Mr. Slywotzky is a graduate of Harvard College and has an M.B.A. from the Harvard Business School and a J.D. from Harvard Law School. He is vice president of Mercer Management Consulting and was recently selected by Industry Week as one of the six most influential people in management.
DAVID J. MORRISON is the coauthor of The Profit Zone and Profit Patterns. A graduate of the U.S. Naval Academy, he also holds an engineering degree from Princeton and an M.B.A. from Harvard Business School. Mr. Morrison is vice chairman of Mercer Management Consulting and head of MercerDigital, the firm's e-commerce practice.
Praise for The Profit Zone: How Strategic Business Design Will Lead You to Tomorrow's Profits…
“Rarely—if ever—have any observers so skillfully dissected these executives’ strategies to create lessons that can be taught to anybody....The Profit Zone provides insights and lessons aplenty.”—John Byrne, BusinessWeek
“The Profit Zone is so insightful that most managers will pray that their competitors never read it.”—Richard D’Aveni, Amos Tuck School of Business, Dartmouth College, and author of Hypercompetition
“The Profit Zone could safely come with a guarantee that it would increase a company’s profit if management read it and acted on it.” —Philip Kotler, Kellogg School of Management, Northwestern University