Getting it Right: Avoiding the High Cost of Wrong DecisionsCRC Press, 17.11.1998 г. - 240 страници In the rush to make decisions, many business professionals overlook an invaluable resource... one that could mean the difference between overwhelming success and outrageous failure. Readily available information is becoming the key factor behind better decision-making-especially as businesses prepare for the 21st century. Getting it Right: Avoiding the High Cost of Wrong Decisions is the first book to link information and decision making as a single powerful tool. Drawn from Deborah C. Sawyer's 20+ years of research to support business decisions, she now invites readers to consider and learn decision-making strategies once known only to a few professionals. Going behind the scenes, Sawyer leads you through a review of recent and past business decisions. Some were disasters-others were triumphs. In each case, Sawyer can show you where information would have prevented catastrophe-and how it ensured success. Also noting the many situations that keep recurring in business and industry today, Getting it Right: Avoiding the High Cost of Wrong Decisions emphasizes that today's actions are tomorrow's consequences. Sawyer explains how information currently being ignored or excluded from decision-making will have a negative impact over the next 10 to 25 years. Fortunately, Sawyer knows when a simple infusion of the right information can save companies a bundle. Let her experiences and observations empower you to build the same abilities-and make better decisions for now and the future! |
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... Mean by Information ? And Where and How Do We Find It ? 80 Preparing for Information Work 81 Information in Business Underlying Problems 82 Data vs. Information 82 81 .............. 79 Secondary vs. Primary Sources 83 Open Sources 84 ...
... Mean by Information ? And Where and How Do We Find It ? 80 Preparing for Information Work 81 Information in Business Underlying Problems 82 Data vs. Information 82 81 .............. 79 Secondary vs. Primary Sources 83 Open Sources 84 ...
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Съдържание
How the Importance | 11 |
The Seven Deadly Sins | 29 |
What is the Cost of This Kind of Decision Making? | 35 |
Old Demon Ego | 43 |
If It Works For Them | 58 |
Shoot the Messenger | 69 |
Eye off the Future | 76 |
Secondary vs Primary Sources | 83 |
Is This a Market to Enter? | 127 |
Should We Stay or Should We Go? Market Exits | 135 |
What Do We Really Need? | 142 |
Who Should We Sell To? And What Can We Do About | 149 |
Diversify or Die? Or is There a Third Option? | 156 |
Who Do We Compete Against? How Can We Compete | 163 |
But Will They Buy? Decisions About New Product Launches | 169 |
Selected Reference | 176 |
How Do You Get Started? How Do You Know When You Have | 90 |
Anatomy of Everyday Business Decisions | 111 |
What Is The Payoff From Better Acquisition Decision? | 117 |
What is the Payoff from Better Divestiture Decisions? | 125 |
Excellence in Decision Making | 197 |
Acknowledgments | 203 |
Често срещани думи и фрази
21st century acquisition ahead already answers aquaculture available information benefit better decisions brain capital Candidiasis company's competition Competitive Intelligence competitors corporate costs databases decided discussed diversification divestiture dollars economy El Pollo Loco employees entities example existing expansion fact factors gathering information Globe & Mail gut feel Hear No Evil impact industry information gathering input Internet interviews invest Johnson & Johnson Knowledge Economy Koo Koo look managers manufacturer market entry market exit mation means Old Demon Ego operations opportunities organization Payoff from Better plans primary research Prime Computer problems profitability public domain purchase readily available research company right information secondary sources segment Seven Deadly Sins shrimp farming situation someone strategy successful suggests supplier tapped target thinking tion Tyson Foods U.S. market Woolworth's wrong decision wrong questions