Strategic analysis and choice: a structured approach
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
New York
Business Expert Press
2010
|
| Ausgabe: | 1. ed. |
| Schriftenreihe: | Strategic management collection
|
| Schlagworte: | |
| Online-Zugang: | TUM01 Volltext |
| Beschreibung: | Title from title screen Includes bibliographical references Preface -- Chapter 1. Strategy as process and product, or how to build a business strategy without too much pain -- Chapter 2. Setting the scope of analysis: defining your industry -- Chapter 3. Analyzing the general environment: PEST or PESTLE assessment -- Chapter 4. Porter's five forces model, part 1: barriers to entry -- Chapter 5. Porter's five forces model, part 2: the power of suppliers, buyers, substitutes, and rivalry -- Chapter 6. Why performance differs: the resource-based view of the firm -- Chapter 7. Deciding what to do: models for strategy formulation -- Chapter 8. Strategic positions for volatile industries -- Chapter 9. Some final thoughts on practice and improvisation -- Notes -- References -- Index Strategy and strategic planning at the firm level often gets a bad reputation because managers aren't trained in it, and the tools are unfamiliar, infrequently used, and often poorly applied. The outcomes of these efforts can therefore be incomplete, biased, and far too subjective--and the results disappointing. One purpose of this book is to overcome this problem of familiarity by developing a systematic approach to conducting a strategic analysis. From assessing the general industry environment to analyzing industry forces and firm resources, well-known models are introduced and explained. This culminates in selecting a strategy that is consistent with industry and firm specific conditions. Another problem is that the entire strategic process might seem fruitless, especially if it is treated as an episodic or occasional task. If the result of all that work is a document that gets put on a shelf or in a closet, what is the point? The second purpose of this book is to develop the idea that strategic development is a broad based and ongoing process. Strategy may ultimately be the responsibility of the CEO but it needs, and benefits from, the engagement of others. Done right, that engagement and development aligns the organization more effectively. In addition, the models connect to and reinforce each other. To use them well requires reflection and revision. In short, the process is not ever completely done-- analysis becomes a lens you constantly bring to bear on your firm and its environment |
| Beschreibung: | 1 Online-Ressource (x, 157 p.) |
| ISBN: | 160649175X 1606491768 9781606491751 9781606491768 |
Internformat
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| 500 | |a Title from title screen | ||
| 500 | |a Includes bibliographical references | ||
| 500 | |a Preface -- Chapter 1. Strategy as process and product, or how to build a business strategy without too much pain -- Chapter 2. Setting the scope of analysis: defining your industry -- Chapter 3. Analyzing the general environment: PEST or PESTLE assessment -- Chapter 4. Porter's five forces model, part 1: barriers to entry -- Chapter 5. Porter's five forces model, part 2: the power of suppliers, buyers, substitutes, and rivalry -- Chapter 6. Why performance differs: the resource-based view of the firm -- Chapter 7. Deciding what to do: models for strategy formulation -- Chapter 8. Strategic positions for volatile industries -- Chapter 9. Some final thoughts on practice and improvisation -- Notes -- References -- Index | ||
| 500 | |a Strategy and strategic planning at the firm level often gets a bad reputation because managers aren't trained in it, and the tools are unfamiliar, infrequently used, and often poorly applied. The outcomes of these efforts can therefore be incomplete, biased, and far too subjective--and the results disappointing. One purpose of this book is to overcome this problem of familiarity by developing a systematic approach to conducting a strategic analysis. From assessing the general industry environment to analyzing industry forces and firm resources, well-known models are introduced and explained. This culminates in selecting a strategy that is consistent with industry and firm specific conditions. Another problem is that the entire strategic process might seem fruitless, especially if it is treated as an episodic or occasional task. If the result of all that work is a document that gets put on a shelf or in a closet, what is the point? The second purpose of this book is to develop the idea that strategic development is a broad based and ongoing process. Strategy may ultimately be the responsibility of the CEO but it needs, and benefits from, the engagement of others. Done right, that engagement and development aligns the organization more effectively. In addition, the models connect to and reinforce each other. To use them well requires reflection and revision. In short, the process is not ever completely done-- analysis becomes a lens you constantly bring to bear on your firm and its environment | ||
| 650 | 7 | |a BUSINESS & ECONOMICS / Strategic Planning |2 bisacsh | |
| 650 | 4 | |a Wirtschaft | |
| 650 | 4 | |a Organizational change | |
| 650 | 4 | |a Strategic planning | |
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Datensatz im Suchindex
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| any_adam_object | |
| author | Warner, Alfred G. |
| author_GND | (DE-588)135931932 |
| author_facet | Warner, Alfred G. |
| author_role | aut |
| author_sort | Warner, Alfred G. |
| author_variant | a g w ag agw |
| building | Verbundindex |
| bvnumber | BV041051685 |
| collection | ZDB-4-NLEBK |
| ctrlnum | (OCoLC)708579779 (DE-599)BVBBV041051685 |
| 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 | 1. ed. |
| format | Electronic eBook |
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| id | DE-604.BV041051685 |
| illustrated | Not Illustrated |
| indexdate | 2024-07-10T00:38:33Z |
| institution | BVB |
| isbn | 160649175X 1606491768 9781606491751 9781606491768 |
| language | English |
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| oclc_num | 708579779 |
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| physical | 1 Online-Ressource (x, 157 p.) |
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| publishDate | 2010 |
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| publisher | Business Expert Press |
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| series2 | Strategic management collection |
| spelling | Warner, Alfred G. Verfasser (DE-588)135931932 aut Strategic analysis and choice a structured approach Alfred G. Warner 1. ed. New York Business Expert Press 2010 1 Online-Ressource (x, 157 p.) txt rdacontent c rdamedia cr rdacarrier Strategic management collection Title from title screen Includes bibliographical references Preface -- Chapter 1. Strategy as process and product, or how to build a business strategy without too much pain -- Chapter 2. Setting the scope of analysis: defining your industry -- Chapter 3. Analyzing the general environment: PEST or PESTLE assessment -- Chapter 4. Porter's five forces model, part 1: barriers to entry -- Chapter 5. Porter's five forces model, part 2: the power of suppliers, buyers, substitutes, and rivalry -- Chapter 6. Why performance differs: the resource-based view of the firm -- Chapter 7. Deciding what to do: models for strategy formulation -- Chapter 8. Strategic positions for volatile industries -- Chapter 9. Some final thoughts on practice and improvisation -- Notes -- References -- Index Strategy and strategic planning at the firm level often gets a bad reputation because managers aren't trained in it, and the tools are unfamiliar, infrequently used, and often poorly applied. The outcomes of these efforts can therefore be incomplete, biased, and far too subjective--and the results disappointing. One purpose of this book is to overcome this problem of familiarity by developing a systematic approach to conducting a strategic analysis. From assessing the general industry environment to analyzing industry forces and firm resources, well-known models are introduced and explained. This culminates in selecting a strategy that is consistent with industry and firm specific conditions. Another problem is that the entire strategic process might seem fruitless, especially if it is treated as an episodic or occasional task. If the result of all that work is a document that gets put on a shelf or in a closet, what is the point? The second purpose of this book is to develop the idea that strategic development is a broad based and ongoing process. Strategy may ultimately be the responsibility of the CEO but it needs, and benefits from, the engagement of others. Done right, that engagement and development aligns the organization more effectively. In addition, the models connect to and reinforce each other. To use them well requires reflection and revision. In short, the process is not ever completely done-- analysis becomes a lens you constantly bring to bear on your firm and its environment BUSINESS & ECONOMICS / Strategic Planning bisacsh Wirtschaft Organizational change Strategic planning http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=493196 Verlag Volltext |
| spellingShingle | Warner, Alfred G. Strategic analysis and choice a structured approach BUSINESS & ECONOMICS / Strategic Planning bisacsh Wirtschaft Organizational change Strategic planning |
| title | Strategic analysis and choice a structured approach |
| title_auth | Strategic analysis and choice a structured approach |
| title_exact_search | Strategic analysis and choice a structured approach |
| title_full | Strategic analysis and choice a structured approach Alfred G. Warner |
| title_fullStr | Strategic analysis and choice a structured approach Alfred G. Warner |
| title_full_unstemmed | Strategic analysis and choice a structured approach Alfred G. Warner |
| title_short | Strategic analysis and choice |
| title_sort | strategic analysis and choice a structured approach |
| title_sub | a structured approach |
| topic | BUSINESS & ECONOMICS / Strategic Planning bisacsh Wirtschaft Organizational change Strategic planning |
| topic_facet | BUSINESS & ECONOMICS / Strategic Planning Wirtschaft Organizational change Strategic planning |
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| work_keys_str_mv | AT warneralfredg strategicanalysisandchoiceastructuredapproach |