The strategy game:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
New York, NY [u.a.]
McGraw-Hill
1993
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | X, 244 S. |
| ISBN: | 0070287244 |
Internformat
MARC
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| 100 | 1 | |a Hickman, Craig R. |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a The strategy game |c Craig R. Hickman |
| 264 | 1 | |a New York, NY [u.a.] |b McGraw-Hill |c 1993 | |
| 300 | |a X, 244 S. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 650 | 4 | |a Strategic planning | |
| 650 | 4 | |a Corporate turnarounds -- Management | |
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Datensatz im Suchindex
| _version_ | 1804138161037639680 |
|---|---|
| adam_text | Contents
Preface vti
Acknowledgments ix
Introduction: The Adventure Begins 1
1. The Current Situation 5
2. Building an R D Focus 9
3. Focusing on Marketing and Sales 12
4. Emphasizing Breakthrough Products 15
5. Stressing Improvement of Existing Products 17
6. Pursuing Customer Segmentation 20
7. Improving Customer Service 23
8. Acquiring FutureMed 27
9. Upgrading In-House R D Capabilities 30
10. Making Better-Quality Products 33
11. Producing Lower-Cost Products 37
lii
iv Contents
12. Sequencing Strategies 40
13. Separating Strategies 43
14. Returning to a Product-Based Strategy 46
15. Holding Firm to a Service-Based Strategy 48
16. Creating a New R D Division 52
17. Integrating FutureMed 56
18. Implementing Total Quality Management 59
19. Adopting a Time-Based Competition Strategy 64
20. Pursuing More Decentralization 68
21. Expanding and Improving Micromarketing 72
22. Narrowing the Scope to Core Services 76
23. Expanding to a Broader Definition of Core
Competence 79
24. Playing the Acquisition Game 82
25. Pioneering Innovation 86
26. Creating a Liberation-Management Paradigm 90
27. Adopting a Learning-Organization Paradigm 94
28. Seeking the Baldrige 101
29. Working Patiently toward Transformation 105
30. Undertaking a Crash Course 109
31. Changing the Structure of Work 112
32. Creating Value 116
33. Avoiding Head-On Competition 120
34. Monitoring Customer Expectations 124
Contents v
35. Building Employee Commitment 127
36. Initiating Aggressive Global Expansion 131
37. Assimilating Current Acquisitions 135
38. Remaining Focused on Blood and Cell R D 138
39. Expanding Beyond Blood and Cell R D 142
40. Taking a Modified Deming Approach 145
41. Implementing the Pure Deming Model 150
42. Letting the Reorganization Emerge 155
43. Taking the Initiative to Reorganize 159
44. Pursuing a Differentiation Advantage 162
45. Developing a Cost Advantage 166
46. Creating New Approaches to Doing Business 170
47. Exploiting MedTech s Relative Superiority 174
48. Fine-Tuning Infrastructure and Design 178
49. Emphasizing People and Leadership 182
50. Forming Innovative Strategic Alliances 186
51. Structuring Traditional Mergers and
Acquisitions 189
52. Researching Cell Transplants and Genetic
Mapping 192
53. Improving Blood Analysis Technology 197
54. Increasing Individual Accountability 200
55. Improving Managerial Leadership 203
56. Nurturing the Right Attitude 206
vi Contents
57. Relying on Technique 209
58. Developing Further Sources of Product
Differentiation 212
59. Perfecting a Single Source of Differentiation 216
60. Pursuing the Attack Stratagem 219
61. Launching a Stratagem from Superiority 222
62. Creating a Pattern of Renewal 226
63. Instituting a Measurement System 229
64. Organizing along Product-Country Groups 232
65. Organizing along Customer Lines 235
66. Redirecting R D and Marketing Efforts 238
67. Forging Ahead with a Singular Focus 241
68. A Ranking of the Successful Outcomes 245
|
| adam_txt |
Contents
Preface vti
Acknowledgments ix
Introduction: The Adventure Begins 1
1. The Current Situation 5
2. Building an R D Focus 9
3. Focusing on Marketing and Sales 12
4. Emphasizing Breakthrough Products 15
5. Stressing Improvement of Existing Products 17
6. Pursuing Customer Segmentation 20
7. Improving Customer Service 23
8. Acquiring FutureMed 27
9. Upgrading In-House R D Capabilities 30
10. Making Better-Quality Products 33
11. Producing Lower-Cost Products 37
lii
iv Contents
12. Sequencing Strategies 40
13. Separating Strategies 43
14. Returning to a Product-Based Strategy 46
15. Holding Firm to a Service-Based Strategy 48
16. Creating a New R D Division 52
17. Integrating FutureMed 56
18. Implementing Total Quality Management 59
19. Adopting a Time-Based Competition Strategy 64
20. Pursuing More Decentralization 68
21. Expanding and Improving Micromarketing 72
22. Narrowing the Scope to Core Services 76
23. Expanding to a Broader Definition of Core
Competence 79
24. Playing the Acquisition Game 82
25. Pioneering Innovation 86
26. Creating a Liberation-Management Paradigm 90
27. Adopting a Learning-Organization Paradigm 94
28. Seeking the Baldrige 101
29. Working Patiently toward Transformation 105
30. Undertaking a Crash Course 109
31. Changing the Structure of Work 112
32. Creating Value 116
33. Avoiding Head-On Competition 120
34. Monitoring Customer Expectations 124
Contents v
35. Building Employee Commitment 127
36. Initiating Aggressive Global Expansion 131
37. Assimilating Current Acquisitions 135
38. Remaining Focused on Blood and Cell R D 138
39. Expanding Beyond Blood and Cell R D 142
40. Taking a Modified Deming Approach 145
41. Implementing the Pure Deming Model 150
42. Letting the Reorganization Emerge 155
43. Taking the Initiative to Reorganize 159
44. Pursuing a Differentiation Advantage 162
45. Developing a Cost Advantage 166
46. Creating New Approaches to Doing Business 170
47. Exploiting MedTech's Relative Superiority 174
48. Fine-Tuning Infrastructure and Design 178
49. Emphasizing People and Leadership 182
50. Forming Innovative Strategic Alliances 186
51. Structuring Traditional Mergers and
Acquisitions 189
52. Researching Cell Transplants and Genetic
Mapping 192
53. Improving Blood Analysis Technology 197
54. Increasing Individual Accountability 200
55. Improving Managerial Leadership 203
56. Nurturing the Right Attitude 206
vi Contents
57. Relying on Technique 209
58. Developing Further Sources of Product
Differentiation 212
59. Perfecting a Single Source of Differentiation 216
60. Pursuing the Attack Stratagem 219
61. Launching a Stratagem from Superiority 222
62. Creating a Pattern of Renewal 226
63. Instituting a Measurement System 229
64. Organizing along Product-Country Groups 232
65. Organizing along Customer Lines 235
66. Redirecting R D and Marketing Efforts 238
67. Forging Ahead with a Singular Focus 241
68. A Ranking of the Successful Outcomes 245 |
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| isbn | 0070287244 |
| language | English |
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| spelling | Hickman, Craig R. Verfasser aut The strategy game Craig R. Hickman New York, NY [u.a.] McGraw-Hill 1993 X, 244 S. txt rdacontent n rdamedia nc rdacarrier Strategic planning Corporate turnarounds -- Management HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016840835&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Hickman, Craig R. The strategy game Strategic planning Corporate turnarounds -- Management |
| title | The strategy game |
| title_auth | The strategy game |
| title_exact_search | The strategy game |
| title_exact_search_txtP | The strategy game |
| title_full | The strategy game Craig R. Hickman |
| title_fullStr | The strategy game Craig R. Hickman |
| title_full_unstemmed | The strategy game Craig R. Hickman |
| title_short | The strategy game |
| title_sort | the strategy game |
| topic | Strategic planning Corporate turnarounds -- Management |
| topic_facet | Strategic planning Corporate turnarounds -- Management |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016840835&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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