Business problem-solving and strategy manga for success
| Otros Autores: | , , |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Hoboken, New Jersey :
John Wiley & Sons, Inc
[2023]
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| Colección: | Manga gakujutsu bunko.
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| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009755209606719 |
Tabla de Contenidos:
- Intro
- Table of Contents
- Title Page
- Copyright
- Preface
- PROLOGUE: What is a Business Strategy?
- STORY 1: Help Me, Senpai!
- 1 WHAT IS A "STRATEGY"?
- Strategies Are Everywhere
- Strategy Is a Road Map to Success
- Resource Allocation: Decide Where to Focus Your Organizational Resources
- "Strategy" Is Nothing without Execution
- The Correct Way to Create a Strategy
- Business Strategy Is a Blueprint for Your Business Success
- 2 The Many Pitfalls of a Business Strategy
- Building Strategy the Right Way Is Tough
- Framework and Concepts: Make or Break the Strategy
- Can Looking at the Task at Hand from the Opposite Angle Constitute a "Strategy"?
- A Strategy Cannot Ignore the Front Line
- A Fake Strategy in Purple Prose
- Failing to Grasp the Current Situation May Lead to Mistakes
- The Risk of Homogenized Strategies
- Note
- 3 Preparations to Build the Correct Strategy
- Take the Right Steps to Analyze
- Use Frameworks and Concepts Wisely
- Have a Unique Point of View, Think Outside of the Box
- Support the Front Line
- Emphasis on Essence and Mechanism
- Bring in a Key Person
- Note
- 4 Create a Dynamic Strategy!
- Four Steps in Building a Strategy
- Step 1 ‐ Analyze the Situation
- Step 2 ‐ Formulate Strategic Options
- Step 3 ‐ Review and Select Options
- Step 4 ‐ Translate Strategic Options into Plans of Action
- STEP 1: Analyze the Situation
- STORY 2: Knowing Your Enemy Is Knowing Yourself
- 1 The Essentials of Situation Analysis
- Analyzing the Situation Is The First Step in Building a Strategy
- Only a Handful of Corporations Truly Understand the Current Situation
- Methodology and Frameworks: A False Sense of Completing the Situation Analysis
- Three Keys in Understanding the True Situation
- The Basics of Situation Analysis: SWOT Analysis
- 2 OT Analysis.
- OT Analysis: Three Core Elements
- The Five Forces Analysis
- Analyzing the Five Points
- Positioning Analysis and Competition Analysis
- Client Analysis
- Key Success Factor (KSF) Analysis
- 3 SW Analysis
- Deciding Pros and Cons Based on Relativity
- Achievements and Performance Analysis
- Positioning Analysis
- Business Model Analysis
- Marketing, Value Chain, and Organizational Analysis
- Tangible and Intangible Asset Analysis
- Understanding the Structures of the Issue at Hand
- 4 Organizing SWOT
- Keeping the Impact on Your Business in Mind
- STEP 2: Forming Strategic Options
- STORY 3: How to Save a Company in Trouble?
- 1 What Are Strategic Options?
- Options Mean Choices
- Considering a Variety of Options
- 2 Make Objectives and Issues Clear
- What Is the Objective of Strategy Building?
- What Are the Issues in Building a Strategy?
- Decipher Objectives and Issues from the Result of the SWOT Analysis
- Organizing the Structure of an Issue
- 3 Lay Out the Options 1: Growing Potentials for the Preestablished Company
- Aim to Grow Preestablished Business Models and Positioning
- Consider Strategic Options for the Long Run
- Changing the Positioning
- Coming Up with Growth Options by Changing the Positioning
- Changing the Business Model
- Pairing the Positioning and the Business Model
- Coming Up with Growth Options by Changing the Business Options
- 4 Lay Out the Strategic Options 2: Options for the Newly Established Businesses
- Analyze from the Market Point of View
- Analyze from the Value Chain Point of View
- Analyze from the Asset Point of View
- Analyze from the Business Model Point of View
- Change the Rules of Competition, Think Outside of the Box
- 5 Lay Out the Strategic Options 3: Improve Profit
- Options to Lower Cost and Improve Gross Profit Margin
- Options to Lower Managing Cost.
- Options to Improve Efficiency
- Improve Ways to Manage and Improve Profit Structures
- 6 Summarizing Strategic Options
- Organizing All Available Options
- Coming Up with Growth Options and Scenarios by Organizing Strategic Options
- STEP 3: Review and Select Options
- STORY 4: All for One, One for All
- 1 Reviewing Options
- How to Review Options
- Three Perspectives in Reviewing Options
- Reviewing with Both a Cool Head and a Burning Passion
- 2 Reviewing and Selecting Options 1: Rationality
- The Main Points in Reviewing Rationally
- How to Review Each Point
- 3 Reviewing and Selecting Options 2: Feasibility
- The Main Points in Reviewing the Feasibility
- How to Review Each Point
- 4 Reviewing and Selecting Options 3: The Intents and Expectations of the Parties Involved
- Fostering Agreement and Understanding with "Face‐to‐face Discussions"
- The Groundwork for Discussions: Situation Analysis and Strategic Options
- Which Reviewed Points to Prioritize
- How to Understand and Decide on the Results
- How to Expand Options
- Making Decisions Based on What You Want to Do
- Always Have a Plan B Ready
- STEP 4: How to Translate Options into Plans and Actions
- STORY 5: What Becomes of a Strategy
- 1 How to Translate Strategic Options into a Plan
- The Necessary Process in Executing the Strategy
- 2 How to Apply Strategy to Execution
- How to Apply Strategy to Execution
- Setting Priorities
- 3 How to Carry Out Strategic Options
- Beyond the Possibility: Feeling and Determining
- The First Step in Strategic Execution
- 4 Create a Plan of Action
- The Master Plan: The Plan of Action for Strategic Execution
- Coming Up with a Realistically Applicable Plan
- 5 How to Execute with Certainty
- Establish a Driving Force
- Implement a Thorough PDCA
- Postscript
- Author and Editor
- Author
- About Roland Berger.
- End User License Agreement.
