Process based strategic planning:
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English German |
| Veröffentlicht: |
Berlin [u.a.]
Springer
2005
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| Ausgabe: | 3. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Auch als Internetausgabe |
| Beschreibung: | XXIV, 380 S. 235 mm x 155 mm |
| ISBN: | 354023571X |
Internformat
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| 245 | 1 | 0 | |a Process based strategic planning |c Rudolf Grünig ; Richard Kühn |
| 246 | 1 | 3 | |a Process-based strategic planning |
| 250 | |a 3. ed. | ||
| 264 | 1 | |a Berlin [u.a.] |b Springer |c 2005 | |
| 300 | |a XXIV, 380 S. |c 235 mm x 155 mm | ||
| 336 | |b txt |2 rdacontent | ||
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| 338 | |b nc |2 rdacarrier | ||
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| 650 | 4 | |a Strategic planning | |
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Datensatz im Suchindex
| _version_ | 1804133309567991808 |
|---|---|
| adam_text | Brief contents
Preface v
Brief contents vii
Contents ix
List of figures xvii
List of insets xxiii
Introduction 1
Part I: The idea of strategic planning 5
1 Strategies, strategic planning and success potentials 7
2 The development of strategic planning 15
3 Assessment of strategies 23
Part II: The process of strategic planning and the resulting
documents 31
4 Strategic documents as the result of strategic planning 33
5 The process of strategic planning 47
6 The strategic analysis and planning toolbox 75
Part III: Strategy project planning and strategic analysis 83
7 Project planning 85
8 Strategic analysis 99
Part IV: Developing corporate strategies 123
9 Defining the strategic businesses 127
10 Assessing relevant industries with the help of
competitive intensity models 145
11 Determining strategic objectives with the help of
portfolio methods 165
12 The corporate strategy development process 195
viii Brief contents PartV: Developing business strategies 219
13 Generic business strategies 223
14 Specifying business strategies at the level of the market
offer 251
15 Specifying business strategies at the level of resources 273
16 The business strategy development process 293
Part VI: Defining the implementation measures and
assessing and approving the strategies 315
17 Defining the implementation measures 317
18 Final assessment of strategies and strategy
implementation measures 333
19 Formulating and approving the strategic documents 351
Final remarks 357
Glossary 359
Index 369
Bibliography 375
Contents
Preface v
Brief contents vii
Contents ix
List of figures xvii
List of insets xxiii
Introduction 1
Part I: The idea of strategic planning 5
1 Strategies, strategic planning and success potentials 7
1.1 Strategies 7
1.2 Strategic planning 8
1.3 Building success potentials as the main purpose of
strategic planning 9
2 The development of strategic planning 15
2.1 Four phases in the development of strategic
planning 15
2.2 The role of strategic planning within strategic
management 17
3 Assessment of strategies 23
3.1 Basic reflections on the assessment of strategies 23
3.2 Model for the assessment of strategies 24
Part II: The process of strategic planning and the resulting
documents 31
4 Strategic documents as the result of strategic planning 33
4.1 Basic types of strategic document 33
4.2 Combinations of strategic documents for specific
companies 37
5 The process of strategic planning 47
5.1 The need for a systematic process of strategic
planning 47
5.2 Overview of the process of strategic planning 48
5.3 A brief note on the steps of the process 52
5.4 The strategic planning process of an electricity
provider 56
x Contents 5.5 Adapting the process of strategic planning 62
5.5.1 Reasons for adapting the process 62
5.5.2 Adapting the process to companies with
reduced or greater complexity of structure 63
5.5.3 Adapting the process to deal with specific
strategic questions 70
5.5.4 Final remarks 74
6 The strategic analysis and planning toolbox 75
6.1 Important tools of strategic analysis and planning 75
6.2 Allocating the tools to the three sections of
strategic analysis and to the steps in the strategic
planning process 77
Part III: Strategy project planning and strategic analysis 83
7 Project planning 85
7.1 Why strategic planning should be seen as a
project 85
7.2 Overview of the topics of project planning 86
7.3 Determining the project scope 86
7.4 Determining the objectives and boundary
conditions of the project 89
7.5 Deciding whether to hire a consultant 90
7.6 Fixing the project organization 91
7.7 Fixing the process and the milestones of the
project 94
7.8 Budgeting the project cost 97
8 Strategic analysis 99
8.1 The need for strategic analysis before strategies
are developed 99
8.2 Content and conclusions of strategic analysis 100
8.3 Description of the applied methods 103
8.3.1 The choice of the methods applied in
strategic analysis 103
8.3.2 Global environmental analysis 104
8.3.3 Description of the market system 105
8.3.4 The identification of success factors 106
8.3.5 Analysis of strengths and
weaknesses 110
8.3.6 Stakeholder value analysis 114
Contents xi
8.4 The process of strategic analysis 116
8.4.1 Overview of the process of strategic
analysis 116
8.4.2 Determining the preconditions for analysis 116
8.4.3 Carrying out the analysis 120
Part IV: Developing corporate strategies 123
9 Defining the strategic businesses 127
9.1 The strategic business as a three dimensional
construct 127
9.2 Two types of strategic business 129
9.3 Constellations of strategic business fields
and strategic business units 134
9.4 Defining strategic businesses 136
10 Assessing relevant industries with the help of
competitive intensity models 145
10.1 Basic reflections on the assessment of
competitive intensity 145
10.2 Analyzing industry structure with the Five Forces
model 147
10.2.1 The basic concept underlying the Five
Forces model 147
10.2.2 Areas of application 149
10.2.3 Procedure 150
10.3 Analyzing structures within industries with the
Strategic Groups model 158
10.3.1 The basic concept underlying the Strategic
Groups model 158
10.3.2 Areas of application 160
10.3.3 Procedure 160
11 Determining strategic objectives with the help of
portfolio methods 165
11.1 The basis of portfolio methods 165
11.2 The market growth - market share portfolio 168
11.2.1 The portfolio matrix 168
11.2.2 Norm strategies 171
11.2.3 Recommendations for the portfolio as a
whole 173
xii Contents 11.3 The industry attractiveness - competitive strength
portfolio 175
11.3.1 The portfolio matrix 175
11.3.2 Norm strategies and recommendations for
the portfolio as a whole 181
11.4 Portfolio analysis and planning process 182
11.4.1 Overview of the process 182
11.4.2 Preliminary methodological decisions 183
11.4.3 Description of the current portfolio 185
11.4.4 Predicting changes in real market growth
or industry attractiveness 186
11.4.5 Analysis of the current portfolio 186
11.4.6 Planning the target portfolio and target
market positions 186
11.4.7 Portfolio anyalsis and planning in a retail
group 187
12 The corporate strategy development process 195
12.1 Overview of the process of developing a
corporate strategy 195
12.2 Defining the strategic businesses 197
12.3 Describing the current strategy and forecasting
developments relevant to its assessment 198
12.4 Assessing the current strategy and determining
the planned strategy 205
12.4.1 Preliminary remarks 205
12.4.2 Assessment of the current strategy 205
12.4.3 Development of the strategic options 207
12.4.4 Assessment of the strategic options 216
Part V: Developing business strategies 219
13 Generic business strategies 223
13.1 Basic reflections on the generic business strategies 223
13.2 Overview of the generic business strategies 223
13.3 The broad scope price strategy 228
13.4 The broad scope differentiation strategy 229
13.5 The niche focus strategies 230
13.5.1 A niche as a specific form of industry
segment 230
Contents xiii
13.5.2 The identification and assessment of niches
with the help of industry segment analysis 232
13.5.3 Requirements for niches 237
13.6 Success conditions and risks of the generic
business strategies 238
13.6.1 Success conditions of the generic business
strategies 238
13.6.2 Risks of the generic business strategies 238
13.7 Transitional strategies and strategy alternation 243
13.7.1 Basic reflections on transitional strategies
and strategy alternation 243
13.7.2 Transitional strategies 243
13.7.3 Strategy alternation 247
14 Specifying business strategies at the level of the market
offer 251
14.1 Basic reflections on specifying business strategies
at the level of the market offer 251
14.2 Specifying the market offer for a price strategy 251
14.2.1 Three areas of specification 251
14.2.2 Specifying the products and services 252
14.2.3 Specifying the mix of products and services 253
14.2.4 Specifying the pricing 255
14.3 Specifying the market offer for a differentiation
strategy 256
14.3.1 The importance of a clear view of the
served industry segment(s) and of the
main competitors 256
14.3.2 Strategic positioning of the market offer 258
14.3.3 Ideas for the strategic positioning of the
market offer 261
14.4 The identification of success factors and the
analysis of strengths and weaknesses as a basis for
specifying the market offer 267
14.5 Assessing options for competitive advantages in
the market offer 270
15 Specifying business strategies at the level of resources 273
15.1 Basic reflections on specifying business strategies
at the level of resources 273
15.2 Understanding resources 274
15.3 Valuable resources 276
xiv Contents 15.4 Determining which resources to build or maintain 279
15.4.1 Overview of the process 279
15.4.2 Identifying the resources creating customer
value 284
15.4.3 Determining which of the resources
creating customer value are rare 290
15.4.4 Assessing sustainability of the resources
creating customer value and found to be
rare 291
16 The business strategy development process 293
16.1 Overview of the process of developing a business
strategy 293
16.2 Describing and assessing the current business
strategy 295
16.3 Determining and assessing options for the future
generic business strategy and the target industry
segment(s) 296
16.4 Determining and assessing options for the future
competitive advantages 297
16.4.1 The reason for identifying and assessing
options 297
16.4.2 The network of success potentials as an
approach to developing options for
competitive advantages 298
16.4.3 Basic options for competitive advantages 304
16.4.4 Criteria for assessing options for
competitive advantages 306
16.5 Developing the business strategy of a watch
manufacturer 308
Part VI: Defining the implementation measures and assessing
and approving the strategies 315
17 Defining the implementation measures 317
17.1 Basic reflections on implementing strategies 317
17.2 Types of strategic program 319
17.3 The process of defining the implementation
measures 326
17.3.1 Overview of the process of defining the
implementation measures 326
Contents xv
17.3.2 The steps in defining the implementation
measures 326
18 Final assessment of strategies and strategy
implementation measures 333
18.1 The need for a final assessment 333
18.2 The assessment criteria 333
18.2.1 Overview of the assessment criteria 333
18.2.2 Assessment of the total value of the
strategies 333
18.2.3 Assessment with the remaining sets of
criteria 339
18.3 Process of final assessment of strategies and
strategy implementation measures 345
18.3.1 Overview of the process of final
asessment of strategies and strategy
implementation measures 345
18.3.2 The steps of final assessment of strategies
and strategy implementation measures 345
19 Formulating and approving the strategic documents 351
19.1 Overview of the process of formulating and
approving the strategic documents 351
19.2 Steps in formulating and approving the strategic
documents 351
Final remarks 357
Glossary 359
Index 369
Bibliography 375
xviii List of figures Figure 5-7: The process of strategic planning for a diversified
company operating at a national level 65
Figure 5-8: The process of strategic planning for a company
operating internationally with different product
groups in a single industry market 66
Figure 5-9: The process of strategic planning for a diversified
company operating internationally 67
Figure 5-10: Course of the Africa strategy review by an
elevator manufacturer 68
Figure 5-11: Process types and company types 70
Figure 5-12: Process of strategic planning to develop an
internationalization strategy 71
Figure 6-1: The most important methods of strategic analysis
and planning 76
Figure 6-2: Matching the tools of strategic analysis and
planning to analysis sections and planning steps 81
Figure 111-1: Strategy project planning and strategic analysis
as steps in the process of strategic planning 84
Figure 7-1: Agenda for a strategy project planning meeting 87
Figure 7-2: Different types of strategy project and the
appropriate methodological approach 88
Figure 7-3: Possible functions of a strategy consultant 91
Figure 7-4: Project organization for simple strategy projects 92
Figure 7-5: Project organization for complex strategy
projects 93
Figure 7-6: Steps in the strategy project for a drinks group 96
Figure 7-7: Project budget for the development of an
internationalization strategy for telephone sets 98
Figure 8-1: Content and outcomes of strategic analysis 102
Figure 8-2: Strategic analysis and planning periods for an
electricity company and a management
consultancy firm 103
Figure 8-3: The market system for beer in Switzerland in the
mid-nineties 107
Figure 8-4: Industry-specific success factors for grocery
retailing chains and steel producers 110
Figure 8-5: Strengths and weaknesses analysis matrix 112
Figure 8-6: Strengths and weaknesses profile for two
internationally operating manufacturers of hair
products 113
List of figures xix
Figure 8-7: Scheme for developing value profiles 115
Figure 8-8: The process of strategic analysis 117
Figure 8-9: The application of methods in strategic analysis 119
Figure 8-10: Environmental developments, strengths and
weaknesses and resulting threats and
opportunities for a cigar manufacturer 122
Figure IV-1: The development of corporate strategy as a step
in the process of strategic planning 124
Figure 9-1: Criteria for the definition of strategic business
units 130
Figure 9-2: The need for coordination between strategic
businesses 133
Figure 9-3: Interdependencies between strategic business
fields and strategic business units 134
Figure 9-4: The four constellations of strategic business fields
and strategic business units 137
Figure 9-5: Turnover structure of the agricultural company 141
Figure 9-6: Detailed turnover structure for pesticides and
seeds 141
Figure 9-7: The business structure in the agricultural
company 143
Figure 10-1: Porter s Five Forces Model 148
Figure 10-2: The most important competitive dimensions and
how they may produce intense competition 152
Figure 10-3: Overview of industry structure analysis for the
three businesses of S-Tech 156
Figure 10-4: Turnover development of the businesses of S-
Tech 1991 to 1998 157
Figure 10-5: Strategic groups in chain saw manufacturing 159
Figure 10-6: Strategic groups in the watch-making industry 163
Figure 11-1: The Boston Consulting Croup portfolio matrix 169
Figure 11-2: The market life cycle 170
Figure 11-3: The experience curve 170
Figure 11 -4: Norm strategies in the Boston Consulting Group
portfolio 172
Figure 11 -5: Examples of business portfolio based on BCG
method 174
Figure 11 -6: Hill Jones criteria for assessing industry
attractiveness and competitive position 176
List of figures
Figure 1-1: Intended and realized strategies 7
Figure 1-2: Strategic planning and strategies 9
Figure 1 -3: Building success potentials as the main purpose
of strategic planning 10
Figure 1-4: Types of success potential 11
Figure 2-1: Gap analysis 15
Figure 2-2: Ansoff matrix 16
Figure 2-3: The development of strategic planning 18
Figure 2-4: The three sub-systems of strategic management 19
Figure 2-5: Elements of strategic control 20
Figure 2-6: Indicators for a publisher of German university
textbooks of medicine and biology 21
Figure 3-1: Overview of the model for the assessment of
strategies 25
Figure 3-2: Assessment criteria for Stages 1 to 3 26
Figure 4-1: Essential content of the basic types of strategic
document 34
Figure 4-2: Portfolio plan using the Boston Consulting Group
method 36
Figure 4-3: Content of the basic types of strategic document 38
Figure 4-4: Standard systems of strategic documents 40
Figure 4-5: Strategic plan system for a national company
producing honey, nuts and dried fruits 43
Figure 4-6: Strategic plan system for a globally operating
producer of elevators 44
Figure 5-1: The process of strategic planning 49
Figure 5-2: Elements underpinning the process of strategic
planning 50
Figure 5-3: Electricity company at the beginning of the
strategy project 57
Figure 5-4: Strategic business fields for the electricity
company 59
Figure 5-5 New organisational structure following
Chandler s dictum structure follows strategy 60
Figure 5-6: Overview of the project track in the electricity
company 61
xx List of figures ___
Figure 11 -7: Analytical procedure to establish industry
attractiveness and competitive strength of a
business 177
Figure 11 -8: The industry attractiveness - competitive
strength portfolio matrix 178
Figure 11-9: Portfolio plan combining the two methods 180
Figure 11-10: Norm strategies in the industry attractiveness -
competitive strength portfolio 182
Figure 11-11: Market growth - market share portfolio of
General Foods Corporation 1982 184
Figure 11-12: Product groups and turnover in the Baer
department store 188
Figure 11-13: Strategic business fields and business units in the
Baer Group 189
Figure 11-14: Data concerning the current portfolio for the
Baer Group 191
Figure 11-15: Current portfolio for the Baer Group 192
Figure 11-16: Target portfolio for the Baer Group 193
Figure 12-1: The process of developing a corporate strategy 196
Figure 12-2: Market-based view and resource-based view
paradigms 200
Figure 12-3: Tracking of scenarios 203
Figure 12-4: Three models explaining the success of
diversification 209
Figure 12-5: Reasons for diversification and their assessment
according to Miller Dess i 211
Figure 12-6: Types of diversification and paths tb
diversification 1 213
Figure 12-7: Development of free cash-flow in a successful
harvest strategy 215
Figure V-1: The development of business strategies as a step
in the process of strategic planning 220
Figure 13-1: Porter s generic competitive strategies 224
Figure 13-2: The generic business strategies 225
Figure 13-3: Industry segments and niches in the automobile
industry 233
Figure 13-4: Industry segments for banking services 236
Figure 13-5: Success conditions for the generic business
strategies 240
List of figures xxi
Figure 13-6: Stuck in the middle situation and relative market
share 242
Figure 13-7: Market development strategy, submarket
development strategy and generic competitive
business strategies 246
Figure 13-8: Industry development 248
Figure 14-1: Traditional and trimmed down service package
for airlines 253
Figure 14-2: The competitors of a savings and loans bank 257
Figure 14-3: Product, service and communication differences 260
Figure 14-4: Multidimensional positioning of the market offer... 261
Figure 14-5: Possible attributes of product quality 262
Figure 14-6: Sales for Edelweiss 264
Figure 14-7: Current and target success potentials for Do-it-
yourself 270
Figure 15-1: Classification of resources 275
Figure 15-2: Black Boal s four types of resources 281
Figure 15-3: The identification of rare and sustainable
resources 282
Figure 15-4: Two examples of value systems 285
Figure 15-5: Porter s value chain with nine categories of
activity 286
Figure 15-6: Identifying resources which create customer
value using the value chain model 289
Figure 16-1: The process of developing a business strategy 294
Figure 16-2: Assessing the current business strategy in step
3.1 296
Figure 16-3: The success potential network 299
Figure 16-4: Outside-in and inside-out approach 300
Figure 16-5: Success potential network of a luxury watch
manufacturer 302
Figure 16-6: Success potential network of an international
consulting firm 303
Figure 16-7: Basic options for competitive advantages 306
Figure 16-8: Lotus product groups and markets 310
Figure 16-9: Network of success potentials for the product
group Youth and Active 312
Figure VI-1: The definition of implementation measures and
the final review and approval of strategies as
steps in the process of strategic planning 316
xxii List of figures Figure 17-1: Types of strategy implementation 319
Figure 17-2: Overview of the different types of strategic
program 320
Figure 17-3: The four perspectives of the balanced scorecard 323
Figure 17-4: The implementation programs to motivate and
develop people 325
Figure 17-5: The process of defining the implementation
measures 327
Figure 17-6: Schedule of the strategy implementation
programs in a company producing and
distributing electricity 330
Figure 18-1: Criteria for final overall assessment of strategies
and strategic programs 334
Figure 18-2: Success potentials as a two-dimensional network... 335
Figure 18-3: Strategic options for Wood S.A 337
Figure 18-4: Assessing two strategic options for Wood S.A 338
Figure 18-5 Baer group turnover plan 342
Figure 18-6: Cash flow and free cash flow plan for the Baer
group 343
Figure 18-7: The process of final assessment of strategies and
strategy implementation measures 346
Figure 18-8: Example of a hierarchy with four levels 349
Figure 18-9: The Saaty scale 350
Figure 19-1: Process of formulating and approving strategic
documents 352
Figure 19-2: Required strategic documents and their purposes... 353
Figure 19-3: Structure of strategic documents 354
List of insets
Inset 1 -1: The interdependencies of the different types of
success potential for a coffee producer 11
Inset 3-1: Assessment of strategies for a producer of playing
cards 27
Inset 4-1: Two examples of strategic plan systems 42
Inset 5-1: The most important heuristic principles and how
they are used in strategic planning 50
Inset 5-2: How a strategy project is developed in an
electricity company 56
Inset 5-3: The Africa strategy review by an elevator
manufacturer 64
Inset 5-4: The production of an internationalization strategy
for telephone sets 72
Inset 7-1: Examples of specific objectives in strategic projects 89
Inset 7-2: Course of a strategy project in a company
producing and distributing beer and non-alcoholic
drinks 95
Inset 7-3: Budgeting for the development of an
internationalization strategy for a producer of
telephone sets 97
Inset 8-1: Two kinds of success factors 109
Inset 8-2: Determining which market to analyze for a
producer of baby food 117
Inset 8-3: Threats and opportunities of a Swiss cigar
manufacturer in the mid-eighties 121
Inset 9-1: Definition of strategic businesses in a textile
company 128
Inset 9-2: Definition of the businesses for an agricultural
company 139
Inset 10-1: The market-based view 146
Inset 10-2: Structural analysis of the industries for a capital
goods producer 154
Inset 11-1: The PIMS program 166
Inset 11 -2: Market life cycle and the experience curve as the
basis of the BCG Portfolio method 169
Inset 11-3: Combining the two portfolio methods 179
Inset 11-4: Portfolio analysis and planning in a retail group 188
xxiv List of insets -
Inset 12-1: The resource-based view 199
Inset 12-2: Scenario analysis 202
Inset 12-3: The optimal breadth of company activity 208
Inset 13-1: Generic business strategies in the saw mill industry
in Switzerland 226
Inset 13-2: Industry segment analysis for banking services 235
Inset 13-3: Market and submarket development strategies 245
Inset 14-1: The drastic trimming of product range at a Swiss
retailer switching to a price strategy 254
Inset 14-2: The strategic positioning of the offer of two
businesses of a chocolate manufacturer 263
Inset 14-3: Determining competitive advantages in the offer
on the basis of the identification of success factors
and of strengths and weaknesses analysis 268
Inset 15-1: Black Boat s method for identifying rare and
sustainable resources 280
Inset 15-2: Porter s value chain analysis 284
Inset 16-1: Outside-in and inside-out approaches to
developing and assessing success potentials 300
Inset 16-2: Success potential networks for a luxury watch
manufacturer and for an international consulting
firm 301
Inset 16-3: Developing the business strategy of a watch
manufacturer for China 308
Inset 17-1: The Balanced Scorecard 322
Inset 18-1: Assessing the overall value of two strategic
options for a wood company 336
Inset 18-2: Checking strategic programs for financial
feasibility in a retail group 341
Inset 18-3: The analytical hierarchical process 347
|
| any_adam_object | 1 |
| author | Grünig, Rudolf 1954- Kühn, Richard 1939-2023 |
| author_GND | (DE-588)120447541 (DE-588)120447428 |
| author_facet | Grünig, Rudolf 1954- Kühn, Richard 1939-2023 |
| author_role | aut aut |
| author_sort | Grünig, Rudolf 1954- |
| author_variant | r g rg r k rk |
| building | Verbundindex |
| bvnumber | BV019811349 |
| callnumber-first | H - Social Science |
| callnumber-label | HD30 |
| callnumber-raw | HD30.28 |
| callnumber-search | HD30.28 |
| callnumber-sort | HD 230.28 |
| callnumber-subject | HD - Industries, Land Use, Labor |
| classification_rvk | QP 360 |
| ctrlnum | (OCoLC)723180774 (DE-599)BVBBV019811349 |
| dewey-full | 658.4/012 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4/012 |
| dewey-search | 658.4/012 |
| dewey-sort | 3658.4 212 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 3. ed. |
| format | Book |
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| id | DE-604.BV019811349 |
| illustrated | Not Illustrated |
| indexdate | 2024-07-09T20:06:40Z |
| institution | BVB |
| isbn | 354023571X |
| language | English German |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-013136759 |
| oclc_num | 723180774 |
| open_access_boolean | |
| owner | DE-473 DE-BY-UBG DE-1102 DE-703 DE-12 DE-92 DE-573 DE-634 DE-11 |
| owner_facet | DE-473 DE-BY-UBG DE-1102 DE-703 DE-12 DE-92 DE-573 DE-634 DE-11 |
| physical | XXIV, 380 S. 235 mm x 155 mm |
| publishDate | 2005 |
| publishDateSearch | 2005 |
| publishDateSort | 2005 |
| publisher | Springer |
| record_format | marc |
| spelling | Grünig, Rudolf 1954- Verfasser (DE-588)120447541 aut Process based strategic planning Rudolf Grünig ; Richard Kühn Process-based strategic planning 3. ed. Berlin [u.a.] Springer 2005 XXIV, 380 S. 235 mm x 155 mm txt rdacontent n rdamedia nc rdacarrier Auch als Internetausgabe Strategische planning gtt Business planning Strategic planning Unternehmensplanung (DE-588)4078609-2 gnd rswk-swf Strategische Planung (DE-588)4309237-8 gnd rswk-swf Unternehmensplanung (DE-588)4078609-2 s Strategische Planung (DE-588)4309237-8 s DE-604 Kühn, Richard 1939-2023 Verfasser (DE-588)120447428 aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=013136759&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Grünig, Rudolf 1954- Kühn, Richard 1939-2023 Process based strategic planning Strategische planning gtt Business planning Strategic planning Unternehmensplanung (DE-588)4078609-2 gnd Strategische Planung (DE-588)4309237-8 gnd |
| subject_GND | (DE-588)4078609-2 (DE-588)4309237-8 |
| title | Process based strategic planning |
| title_alt | Process-based strategic planning |
| title_auth | Process based strategic planning |
| title_exact_search | Process based strategic planning |
| title_full | Process based strategic planning Rudolf Grünig ; Richard Kühn |
| title_fullStr | Process based strategic planning Rudolf Grünig ; Richard Kühn |
| title_full_unstemmed | Process based strategic planning Rudolf Grünig ; Richard Kühn |
| title_short | Process based strategic planning |
| title_sort | process based strategic planning |
| topic | Strategische planning gtt Business planning Strategic planning Unternehmensplanung (DE-588)4078609-2 gnd Strategische Planung (DE-588)4309237-8 gnd |
| topic_facet | Strategische planning Business planning Strategic planning Unternehmensplanung Strategische Planung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=013136759&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT grunigrudolf processbasedstrategicplanning AT kuhnrichard processbasedstrategicplanning |