# Highly Recommended《Preloved Good Condition + Hardcover Edition + How To Overcome The Pull Of Past & Reorient Organizations To Meet a New Era Of Competition》Geoffrey A. Moore - ESCAPE VELOCITY : Free Your Company's Future from the Pull of the Past
This New York Times and International bestseller in hardcover edition is a preloved book with good condition and nicely wrapped with protective book-wrapper. Noted that the edge of content pages has the minor yellowing spots (Refer to attached photos). The original new book is sold at usual price RM142.27 (Hardcover). Now here Only at RM18. “Readthis book to learn how to create a company as powerful as Apple.” -- Guy Kawasaki,former chief evangelist of Apple In Escape Velocity Geoffrey A. Moore, author of the marketing masterwork 《Crossing The Chasm》, teaches twenty-first century enterprises how to overcome the pull of the past and reorient their organizations to meet a new era of competition. The world’s leading high-tech business strategist, Moore connectsthe dots between bold strategies and effective execution, with an action planthat elucidates the link between senior executives and every other branch of acompany. From the world's leading high-tech strategist comes the definitive road map to help established companies create next-generation growth. Geoffrey Moore's now classic Crossing the Chasm became a must-read book by presenting an innovative frame work to address the make or break obstacle facing all high tech companies: how to gain market share from early adopters and from mainstream consumers. Based on twenty years' experience advising the top leaders of many of the world's most successful entereprises. Moore's Escape Velocity offers a pragmatic plan to engage the most critical challenge that established enterprises face in the twenty-first-century economy: how to move beyond past success and drive next-generation growth from new lines of business. As he worked with senior management teams, Moore repeatedly found that executives were trapped by short-term performance-based compensation schemes. The result was critical decision-makers overweighting their legacy commitments, an embarassingly low success rate in new-product launches, and widespread failure to sustain any kind of next-generation business at scale. In Escape Velocity, Moore presents a cogent strategy for generating future growth within an established enterprise. Organized a hierarchy of powers--category power, company power, market power, offer power and execution power--this insightful work shows how each level of power can be orchestrated to achieve overall success. Moore explains ● how to use mergers and acquisitionsas well as organic innovation to systematically migrate an enterprise's portfolio out of lower-growth and into higher-growth categories; ● how to reallocate resources across an enterprise in deliberately asymmetrical ways to create a powerful and sustainable foundation for long-term competitive advantage; ● how to leverage target-market initiatives as accelerants to growth and as stepping-stones to broad overall category success; ● how to create unmatchable offerings by being swift to neutralize competitors' innovations and laser-focused on driving in-house innovations to make a business imperious to competitors; ● how to fundamentally change the execution cadence of an organizations, pushing change from innovation to broad deployment, creating an irreversible tipping point along the way. The challenge is not in getting executives to understand the material. It's in getting them to act on it. Moore definitely throws down the gauntlet by referring to executives who fail to take strong, sometimes iconoclastic positions, as managers and not leaders. True leaders, at great personal risk to themselves, their careers, and sometimes their companies, take the risky paths, often in defiance of their board, their investors, and indeed, sometimes their employees. Moore makes a compelling case that making asymmetrical bets in risky areas is the only way for companies to achieve escape velocity. This is perhaps the best business book you've read all year, as it's packed with actionable frameworks and rubrics to plan and measure progress. All company leaders and influencers alike inside an organization, no matter what its size, would be well-served by reading this book For readers of Larry Bossidy’s Execution,Clay Christensen’s Innovator’s Solution, and Gary Vaynerchuck’s Crush It!, and for anyone aiming for the pinnacle of business success, Escape Velocity is an irreplaceable roadmap to the top. From Authors Introduction : Escape Velocity is a book about freeing your company’s future from the pull of the past, but we should ask ourselves right from the start, why should one believe it is in need of liberation? What’s the matter with the status quo? Why isn’t Steady as she goes the mantra of choice, or perhaps Stay the course? What change is so dramatic that it calls into question the working assumptions that have sustained successful business performance for past half century? In a word: globalization. For all my life enterprises hosted in the U.S., Western Europe, and Japan have had “home field advantage” in the great growth markets of the 20th century, with privileged access in particular to the American consumer economy. This is our proud past, and its pull is palpable. In the 21st century, however, we can already see that these advantages no longer obtain. The American consumer is as readily accessed from Singapore as Seattle, and the great growth market opportunities will come from the developing, not the developed, economies. Of the next 1.3 billion people to be added to the world population, only 90 million are expected to come from developed economy countries. This means the current set of global enterprise leaders will have to develop new skills for playing “away games” or see their power marginalized. At the same time, the first generation of successful enterprises coming out of the developing world also need to reorient themselves to their future, leaving behind a past, in which their growth came primarily from penetrating mature markets with lower cost offers. As their standards of living rise, their cost advantages decline, and playing a game where partners and customers lead and they follow will no longer serve. They themselves must take the lead or again be content to see their power marginalized. One way or another, for everyone involved, globalization means a whole new ball game. And that means back to the drawing board for vision, strategy, and execution. What, to begin with, do we think this new world will actually want from developed economy companies? What will it want from IBM? Apple? Google? Microsoft? HP? Dell? More of the same? Well, yes, to some extent—but what else? And what else will it want from your company? Posing that question unlocks a whole storehouse of questions to follow. ➽ Which markets will create your best returns, and how will you realign your management and resources to capitalize on them? ➽ Who will design your next generation of offers, and for whom will they be designed? ➽ Who are becoming your new reference competitors, and how do you stack up against the norms they are setting? ➽ On what basis will you be able to differentiate against these competitors sustainably? ➽And how will your legacy business models stand up in an increasingly digitized, globalized, and virtualized economy? These are vexing questions indeed. Now, to be sure, the forces we are invoking will take time to unfold. The sky is not falling—yet. There is still plenty of opportunity to read and react, to listen and evolve. If you can make reasonable and steady progress toward staking out positions in next generation markets, while at the same time leveraging your current positions in current markets, you can be optimistic about your chances. Or can you? What if there is some hidden force that is working against your best efforts? What if this force is operating inside your own company, with the full support of your executive team, your board of directors, your investors, and indeed yourself? What if this force is able to mysteriously redirect resource allocation so that it never quite gets deployed against the new agendas? That force, I submit, is the pull of the past, most concretely embodied in your prior year’s operating plan. That plan exerts a gravitational force that pulls inexorably at any investments that seek to depart from its inertial path. The larger and more successful the enterprise, the greater the inertial mass, the harder it is to alter course and speed. About Author: Managing Director, Geoffrey Moore Consulting Venture Partner, Mohr Davidow Ventures and Wildcat Venture Partners Chairman Emeritus, TCG Advisors, The Chasm Institute, and The Chasm Group Member of the Board of Directors of several pre-IPO Companies Geoffrey Moore is an author, speaker and business advisor to many of the leading companies in the high-tech sector, including Cisco, Cognizant, Compuware, HP, Microsoft, SAP, and Yahoo!. Geoffrey divides his time between consulting on strategy and transformation challenges with senior executives and speaking internationally on those same topics. His latest book Escape Velocity: Free Your Company’s Future from the Pull of the Past, keeps this intent in mind and is the result of his years of experience working with large enterprises. Escape Velocity is Moore’s sixth book for business leaders in the high-tech sector. His first book, Crossing the Chasm, which addresses the challenges of gaining initial adoption for disruptive innovations, continues to be a best seller and required reading in business schools and entrepreneurship curricula. Moore wrote four subsequent books which addressed the challenges faced by management when competing in hyper-growth markets (Inside the Tornado) and those faced by investors when managing a high-tech stock portfolio (The Gorilla Game). The two additional books both address the organizational challenges faced by established enterprises, in one case posed by the volatility of the technology sector overall (Living on the Fault Line), in the other by the need to reignite innovation in mature franchises (Dealing with Darwin). Escape Velocity rounds out these efforts in service to established enterprises by laying out a comprehensive program for engaging with next-generation trends while maintaining their core franchises. Moore is an active public speaker who gives between 30 and 60 speeches per year, split roughly evenly between industry events and company-specific meetings. His speaking practice is global, addressing a spectrum of topics of interest to the high-tech sector, including high-tech market dynamics, business strategies, innovation, organizational development, and industry futures. Earlier in his career, he was a principal and partner at Regis McKenna, Inc., a leading high tech marketing strategy and communications company, and for the decade prior, a sales and marketing executive in the software industry. He has a bachelor’s degree from Stanford and a doctorate from the University of Washington, both in English Literature.
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