得分：经商的最佳方式SCORE!
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作者： Thomas T. Stallkamp 著
出 版 社： 上海科学技术文献出版社
出版时间： 2005-3-1字数：版次： 1页数： 228印刷时间： 2005/03/01开本： 16开印次： 1纸张： 胶版纸I S B N ： 9780131435261包装： 精装编辑推荐
作者介绍：THOMAS T. STALLKAMP
THOMAS T. STALLKAMP is Founder/Principal of Collaboration Management, a private consultancy specializing in helping businesses implement collaboration; and Industrial Partner at Ripplewood Holdings, LLC, a NY-based private equity firm.
Formerly CEO/Chairman of MSX International, he is best known as former Vice Chairman of DaimlerChrysler. During almost 20 years at Chrysler Corporation, Stallkamp helped lead the company to new stability and growth in the uncommonly competitive automotive industry. As President there, his supplier partnership strategies drove major improvements in both quality and cost, helping make Chrysler the world's most-profitable automaker.
内容简介
"Strategic collaboration: today's best route to long-term profitability
Using strategic collaboration, Thomas T. Stallkamp helped transform Chrysler into the most profitable company in its industry. In SCORE!, Stallkamp reveals how he did it-and shows how you can do it, too. Includes never-before-published metrics on the business value of collaboration.
To maximize long-term profits, companies and their managers must focus more on win/win collaboration with business partners, rather than using coercion and adversarial tactics to force compliance. Stallkamp pioneered new strategies for collaboration as President of Chrysler Corporation. His breakthrough strategy (SCORE¿Supplier Cost Reduction Effort) turned Chrysler around and into the world's most-profitable automaker. Organizations ranging from Dell Computer to the U.S. Air Force are now profiting from the lessons they learned from Chrysler. Stallkamp offers a complete blueprint for deploying strategic collaboration with suppliers, customers, and employees. Learn how Stallkamp made it work at Chrysler¿and how he overcame the pitfalls and cultural obstacles that stood in the way. Simply put, this is everything you need to establish collaborative relationships that drive unprecedented business value.
Why ""adversarial commerce"" no longer works
How coercive relationships drive up costs and drive out innovation
Implementing strategic collaboration, one step at a time
Practical solutions for working with suppliers, customers, and even employees
Chrysler's SCORE program: powerful results, powerful lessons
How strategic collaboration drove massive cost and quality improvements at Chrysler
Information is power: share it
Why information must be shared, and how to overcome the resistance to doing so
Why there's nothing ""soft"" about collaboration
目录
Acknowedgments
About the Author
Introduction
1 Breaking the Mold
There Has to Be a Better Way
The Clash of Opposite Approaches
A Completely Different Approach
Business Gravitates to the Easiest Relationship
The Final Chapter of Lopez
Comparing the Two Approaches
A Call for Change
Endnotes
2 Adversarial Commerce and Why It's Wrong
Adversarial Commerce Defined
The Practice Is Accelerating
Command and Control Management Styles
A Condensed History of Commerce
The Case of the Beaver Hat
The Problem of Isolation
Endnotes
3 Ending Adversarial Commerce
Inefficiencies in the Current System
The Roller Lifter Story
Problems Created by Adversarial Commerce
Problem 1: Distrust and Suspicion
Problem 2: Poor Communication
Problem 3: Lack of Joint Planning
Problem 4: Tendency Toward Complete Control
Impact on Management Style
Adversarial Commerce Limits Growth
4 Where in the World Is Adversarial Commerce?
Bad Customer Relations
Kmart's Adversarial Policies
An Industry Comparison
Common Elements
Testing the Premise
Middle-Age Spread and Isolation
The Spiral of Costs
Not Just Autos
Endnotes
5 Information Is Power and Sharing Doesn't Come Naturally
The Dreaded Finance Staff
Staff Versus Line Reporting
Risk Sharing Must Be Fact Based
The Solution: More Transparent Information
Endnotes
Contents
6 The Collaborative Approach
7 The Extended Enterprise Concept
8 Collaboration Doesn't Mean "Soft"
9 Implementation Steps
10The Conversion Experience\
11 Breaking the Mole:MOVING TO Collaboration
Appendix
Index
