25 need-to-know strategy tools

25 need-to-know strategy tools

Includes 10 handy do’s and don’ts of strategy development ·    Need powerful decision-making tools at your fingertips? ·    Want to get the most out of strategic thinking models like Porter’s Five Forces? ·    Only want what you need to know, rather than reams of theory? With the critical strategy...

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Detalles Bibliográficos
Otros Autores: Evans, Vaughan, 1951- author (author)
Formato: Libro electrónico
Idioma:Inglés
Publicado: Harlow, England : Pearson 2014.
Edición:1st edition
Materias:
Strategic planning.
Organizational effectiveness.
Management.
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009628672606719
Tabla de Contenidos:
  • Cover
  • Contents
  • About the author
  • Publisher's acknowledgements
  • Introduction
  • Top 10 do's and don'ts of strategy development
  • Chapter 1: Identifying key segments
  • Using it: IBM
  • Chapter 2: Setting long-term goals
  • Using it: Virgin Galactic
  • Chapter 3: Setting SMART objective
  • Using it: the BBC
  • Chapter 4: Core ideology (Collins and Porras)
  • Using it: Sony
  • Chapter 5: The HOOF approach to demand forecasting (Evans)
  • Using it: Apps
  • Chapter 6: The five forces (Porter)
  • Using it: Blockbuster
  • Chapter 7: Rating competitive position
  • Using it: Samuel Adams
  • Chapter 8: The resource and capability strengths/ importance matrix (Grant)
  • Using it: Virgin Group
  • Chapter 9: The value chain (Porter)
  • Using it: Zara
  • Chapter 10: The product/market matrix (Ansoff)
  • Using it: Virgin Cola
  • Chapter 11: The attractiveness/advantage matrix (GE/McKinsey)
  • Using it: Extramural Ltd
  • Chapter 12: The growth/share matrix (BCG)
  • Using it: Extramural Ltd
  • Chapter 13: Three generic strategies (Porter)
  • Using it: Southwest Airlines
  • Chapter 14: The experience curve (BCG)
  • Using it: New energy technologies
  • Chapter 15: Blue ocean strategy (Kim and Mauborgne)
  • Using it: Cirque du Soleil
  • Chapter 16: Optimising the corporate portfolio
  • Using it: Extramural Ltd
  • Chapter 17: Creating value through mergers, acquisitions and alliances
  • Using it: Lloyds Banking Group
  • Chapter 18: Creating parenting value (Goold, Campbell and Alexander)
  • Using it: Energy companies and their mineral subsidiaries
  • Chapter 19: Core competences (Hamel and Prahalad)
  • Using it: Red Bull
  • Chapter 20: Deliberate and emergent strategy (Mintzberg)
  • Using it: Facebook
  • Chapter 21: Profit from the core (Zook)
  • Using it: Marvel Entertainment
  • Chapter 22: Disruptive technologies (Christensen).
  • Using it: Toyota Motor Corporation
  • Chapter 23: Good strategy, bad strategy (Rumelt)
  • Using it: Wal-Mart
  • Chapter 24: Innovation hot spots (Gratton)
  • Using it: Linux
  • Chapter 25: The Suns & Clouds Chart (Evans)
  • Using it: Madonna
  • Conclusion
  • Ten useful strategy books to read next
  • Glossary of terms
  • References and further reading
  • Index.

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