Anbieter: Better World Books, Mishawaka, IN, USA
Erstausgabe
Zustand: Very Good. 1st. Pages intact with possible writing/highlighting. Binding strong with minor wear. Dust jackets/supplements may not be included. Stock photo provided. Product includes identifying sticker. Better World Books: Buy Books. Do Good.
Anbieter: WorldofBooks, Goring-By-Sea, WS, Vereinigtes Königreich
EUR 8,44
Anzahl: 2 verfügbar
In den WarenkorbHardback. Zustand: Very Good. The book has been read, but is in excellent condition. Pages are intact and not marred by notes or highlighting. The spine remains undamaged.
Anbieter: WeBuyBooks, Rossendale, LANCS, Vereinigtes Königreich
EUR 14,27
Anzahl: 1 verfügbar
In den WarenkorbZustand: Good. Most items will be dispatched the same or the next working day. A copy that has been read but remains in clean condition. All of the pages are intact and the cover is intact and the spine may show signs of wear. The book may have minor markings which are not specifically mentioned.
Sprache: Englisch
Verlag: Truman Talley Books/St. Martin's Press, 2007
ISBN 10: 0312371373 ISBN 13: 9780312371371
Anbieter: Bookbot, Prague, Tschechien
Hardcover. Zustand: Fair. Spuren von Feuchtigkeit / Nässe; Leichte Rillen / Abschürfungen / Risse / Knicke. Panasonic is not about any ordinary restructuring. It is about a company of $72 billion in sales, employing 293,000 people around the world, the tenth largest industrial company not in oil or autos, whose thousands of products are so universally used that it may have more customers than any firm in history. Panasonic is so big that it is one of the few companies which has a product in just about every home and business in the developed world, has operations in almost every country in the world, and has a vast scope of markets--making everything from flat panel TVs to car audio and satellite navigation systems, even entire building systems and home interiors. Panasonic's breadth and size combined made reorganizing the company incomparably more difficult than even the task that faced IBM's incoming CEO in 1992.Panasonic delves into how this great eleven-year restructuring (1995-2006) was accomplished without importing an outside CEO like Lou Gerstner. Panasonic was able to reorder a complex and tradition-bound organization in a country that is often thought, mistakenly, to deeply resist radical change, thus demonstrating how Japanese companies continue to adapt to the competitive forces roiling the markets around them.