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Description

ISBN-193215938X

Developed by industry guru and mega best-selling author Eli Goldratt, Viable Vision is a proven strategic plan and approach that lays out the steps to transform an organization’s current total sales into net profits within 4 years.

This book explains the Viable Vision concept and provides readers the proven frame of reference and roadmap for achieving exponential growth in profits, without relying on minor miracles such as a new product breakthrough.

Supported by significant testing and proven results in real companies, it is now conceivable that even large companies can grow profits at double digit rates.

Concisely packed with the proven principles of 25 years of scientific research and real-life application, readers will learn about the holistic implementation of constraints management in strategic planning, operations, supply chain/logistics, sales and marketing, project management, technology, metrics and finance.

Whether or not you are one of the millions of people who have read “The Goal” or other fine books on the Theory of Constraints, you will gain enormous benefits from reading this book.

Viable Vision is a must read for anyone interested in rapidly increasing their company’s net profits.

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Article Excerpt

Companies offering the powerful combination of low prices and high quality are capturing the hearts and wallets of consumers in Europe and in the United States, where more than half of the population now shops weekly at mass merchants like Wal-Mart and Target, up from 25 percent in 1996.

These and similar value players, such as Aldi, ASDA, Dell, E*Trade Financial, JetBlue Airways, Ryanair, and Southwest Airlines, are broadly transforming the way consumers of nearly every age and income purchase their groceries, apparel, airline tickets, financial services, and computers.

The market share gains of value-based players give their higher-priced rivals definite cause for alarm.

After years of near-exclusive sway over all but the most discount-minded consumers, many mainstream companies now face steep cost disadvantages and lack the product and service superiority that once set them apart from low-priced competitors.

This “shift to value” had its roots in the 1970s and ’80s, when Japanese automakers and consumer electronics manufacturers thrived by selling cheaper and initially inferior products that eventually became more reliable than those of the competition—and remained cheaper.