Process-based strategic planning:
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| Main Authors: | , |
|---|---|
| Format: | Book |
| Language: | English German |
| Published: |
Berlin [u.a.]
Springer
2006
|
| Edition: | 4. ed. |
| Subjects: | |
| Online Access: | Inhaltstext Inhaltsverzeichnis |
| Physical Description: | XXVI, 381 S. graph. Darst. 235 mm x 155 mm |
| ISBN: | 3540327541 9783540327547 |
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MARC
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| 245 | 1 | 0 | |a Process-based strategic planning |c Rudolf Grünig ; Richard Kühn |
| 250 | |a 4. ed. | ||
| 264 | 1 | |a Berlin [u.a.] |b Springer |c 2006 | |
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Record in the Search Index
| _version_ | 1805082876908142592 |
|---|---|
| adam_text |
CONTENTS PREFACE V BRIEF CONTENTS IX CONTENTS XI LIST OF FIGURES XIX
LIST OF INSETS XXV 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 XII 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 THREE FIELDS 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 XIII 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 PORTFOLIO
MATRIX 168 11.2.2 NORM STRATEGIES 171 11.2.3 RECOMMENDATIONS FOR THE
PORTFOLIO AS A WHOLE 173 XIV 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 196 12.3 DESCRIBING THE CURRENT
CORPORATE STRATEGY AND FORECASTING DEVELOPMENTS RELEVANT TO ITS
ASSESSMENT 198 12.4 ASSESSING THE CURRENT STRATEGY 204 12.5 DEVELOPING
AND ASSESSING OPTIONS FOR FUTURE CORPORATE STRATEGY 206 12.5.1 GENERAL
REFLECTIONS 206 12.5.2 OPTIONS CONCERNING GENERAL INTENTIONS 208 12.5.3
OPTIONS FOR FUTURE ACTIVITIES 209 12.5.4 OPTIONS FOR PROCEDURES TO
CONSTRUCT, DEVELOP ORDISINVEST BUSINESSES 213 12.5.5 ASSESSING THE
OPTIONS AND FORMULATING THE PROVISIONAL CORPORATE STRATEGY 218 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 CONTENTS XV 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 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 XVI CONTENTS 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 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 CONTENTS XVII 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 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
A PPN: 254102190 TITEL: PROCESS- BASED STRATEGIC PLANNING / RUDOLF
GRUENIG; RICHARD KUEHN. - . - BERLIN : SPRINGER, 2006 ISBN:
3-540-32754-1GB.EUR 53.45 (FREIER PR.), SFR 88.50 (FREIER PR.);
978-3-540-32754-7 BIBLIOGRAPHISCHER DATENSATZ IM SWB-VERBUND |
| adam_txt |
CONTENTS PREFACE V BRIEF CONTENTS IX CONTENTS XI LIST OF FIGURES XIX
LIST OF INSETS XXV 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 XII 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 THREE FIELDS 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 XIII 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 PORTFOLIO
MATRIX 168 11.2.2 NORM STRATEGIES 171 11.2.3 RECOMMENDATIONS FOR THE
PORTFOLIO AS A WHOLE 173 XIV 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 196 12.3 DESCRIBING THE CURRENT
CORPORATE STRATEGY AND FORECASTING DEVELOPMENTS RELEVANT TO ITS
ASSESSMENT 198 12.4 ASSESSING THE CURRENT STRATEGY 204 12.5 DEVELOPING
AND ASSESSING OPTIONS FOR FUTURE CORPORATE STRATEGY 206 12.5.1 GENERAL
REFLECTIONS 206 12.5.2 OPTIONS CONCERNING GENERAL INTENTIONS 208 12.5.3
OPTIONS FOR FUTURE ACTIVITIES 209 12.5.4 OPTIONS FOR PROCEDURES TO
CONSTRUCT, DEVELOP ORDISINVEST BUSINESSES 213 12.5.5 ASSESSING THE
OPTIONS AND FORMULATING THE PROVISIONAL CORPORATE STRATEGY 218 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 CONTENTS XV 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 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 XVI CONTENTS 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 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 CONTENTS XVII 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 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
A PPN: 254102190 TITEL: PROCESS- BASED STRATEGIC PLANNING / RUDOLF
GRUENIG; RICHARD KUEHN. - . - BERLIN : SPRINGER, 2006 ISBN:
3-540-32754-1GB.EUR 53.45 (FREIER PR.), SFR 88.50 (FREIER PR.);
978-3-540-32754-7 BIBLIOGRAPHISCHER DATENSATZ IM SWB-VERBUND |
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| 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 | BV021638786 |
| 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 |
| classification_tum | WIR 540f |
| ctrlnum | (OCoLC)180908918 (DE-599)BVBBV021638786 |
| 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 |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | 4. ed. |
| format | Book |
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| id | DE-604.BV021638786 |
| illustrated | Illustrated |
| index_date | 2024-07-02T14:59:21Z |
| indexdate | 2024-07-20T07:39:38Z |
| institution | BVB |
| isbn | 3540327541 9783540327547 |
| language | English German |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-014853604 |
| oclc_num | 180908918 |
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| physical | XXVI, 381 S. graph. Darst. 235 mm x 155 mm |
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| spelling | Grünig, Rudolf 1954- Verfasser (DE-588)120447541 aut Process-based strategic planning Rudolf Grünig ; Richard Kühn 4. ed. Berlin [u.a.] Springer 2006 XXVI, 381 S. graph. Darst. 235 mm x 155 mm txt rdacontent n rdamedia nc rdacarrier Business planning Strategic planning Strategische Planung (DE-588)4309237-8 gnd rswk-swf Unternehmensplanung (DE-588)4078609-2 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 text/html http://deposit.dnb.de/cgi-bin/dokserv?id=2795556&prov=M&dok_var=1&dok_ext=htm Inhaltstext SWB Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014853604&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 Business planning Strategic planning Strategische Planung (DE-588)4309237-8 gnd Unternehmensplanung (DE-588)4078609-2 gnd |
| subject_GND | (DE-588)4309237-8 (DE-588)4078609-2 |
| title | Process-based strategic planning |
| title_auth | Process-based strategic planning |
| title_exact_search | Process-based strategic planning |
| title_exact_search_txtP | 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 | Business planning Strategic planning Strategische Planung (DE-588)4309237-8 gnd Unternehmensplanung (DE-588)4078609-2 gnd |
| topic_facet | Business planning Strategic planning Strategische Planung Unternehmensplanung |
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