Business Management Solutions: Practical Steps for Solving Problems in Your Business
Gespeichert in:
| 1. Verfasser: | |
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| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Chicago
Austin Macauley Publishers
2024
|
| Online-Zugang: | DE-2070s |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (72 Seiten) |
| ISBN: | 9781398495111 |
Internformat
MARC
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| 245 | 1 | 0 | |a Business Management Solutions |b Practical Steps for Solving Problems in Your Business |
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| 505 | 8 | |a Intro -- Title Page -- About the Author -- Dedication -- Copyright Information © -- Acknowledgement -- Chapter One Introduction -- Chapter Two Create Value -- The Concept of Value and Value Creation -- Value Creation Process -- Internal and External Analysis -- Value Chain Analysis -- External Analysis -- Porter's 5-Forces Analysis -- 1. Threat of New Entrants -- 2. Threat of Suppliers -- 3. Threat of Buyers -- 4. Threat of Substitutes -- 5. Competitive Rivalry -- PESTEL Analysis -- Internal Analysis -- Horizontal and Vertical Comparative Analysis of Financial Statements -- Application -- Current Business Model -- 5-Forces Analysis -- Threat of New Entrants -- Bargaining Power of Buyers -- Threats of Substitute Products -- Bargaining Power of Suppliers -- Industry Competitors -- PESTEL Analysis -- Political Factors -- Economic Factors -- Social Factors -- Technological Factors -- Environmental Factors -- Legal Factors -- Summary of PESTEL Analysis -- SWOT Analysis -- Strengths -- Weaknesses -- Opportunities -- Threats -- Existing Competitive Advantage -- Existing Strategy -- Existing Business Model -- Discovering Oil and Gas -- Extracting and Producing Oil and Gas -- Trading and Transporting -- Manufacturing and Marketing Fuels and Products -- Generating Renewable Energy -- Value Chain Analysis -- Primary Activities -- Support Activities -- Value Networks -- Value-Based Inadequacies Identified and Associated Risks -- Inadequacies -- Measures for Value Chain Enhancement -- Necessary Changes to Existing Business Model to Create Value -- Value Creation Interventions through Stakeholders -- Impact of Proposed Strategic Initiative on the Company's Strategic Positioning -- Chapter Three Manage the Value Created -- Core Concepts and Practices for Value Management -- Risk Management Assessment -- Enterprise Risk Management (ERM) | |
| 505 | 8 | |a Corporate Governance Assessment -- Quantitative Analysis -- Price-Earning (PE) Ratio -- Return on Capital Employed (ROCE) -- Return on Equity (ROE) -- Gearing Ratio -- Improving Business Processes -- Total Quality Management (TQM) -- Application -- 5Cs Analysis -- CAMELS Analysis -- Capital Adequacy -- Asset Quality -- Management -- Earnings -- Liquidity -- Sensitivity -- Findings of Situational Analysis -- 1. Improving Operating Income -- 2. Improving Business Processes -- 3. Implementation of the Total Quality Management (TQM) System -- TQM Strategic Management System -- Chapter Four Transform the Organisation -- Business Model Canvas -- 1. Value Proposition -- 2. Customer Segments -- 3. Channels -- 4. Customer Relationships -- 5. Revenue Streams -- 6. Key Resources -- 7. Key Partners -- 8. Key Activities -- 9. Cost Structure -- Benefits of the Business Model Canvas -- Limitations of the Business Model Canvas -- VRIO FRAMEWORK -- The VRIO Framework -- Valuable -- Rare -- Costly to Imitate -- Organised to Capture Value -- Using the VRIO Framework -- 1. Identifying valuable, rare and costly to imitate resources -- Identifying Valuable Resources -- Identifying Rare Resources -- Identifying Costly to Imitate Resources -- 2. Is the company is organised to exploit these resources identified -- 3. Protect the resources identified -- 4. Constantly review VRIO resources and capabilities -- Application -- Legend for VRIO Analysis Table -- Summary of VRIO Analysis -- Proposed Strategic Actions for Organisational Transformation -- Chapter Five Embrace Innovation and Change -- Lewin's Change Model -- Kotter's 8 Stages of Change -- The Innovation Genome -- The Pentathlon Model -- Application -- Business Model Canvas -- Summary of SWOT Analysis -- Summary of McKinsey's 7s Analysis -- Proposed Strategic Actions for Innovation and Change -- Lewin's Change Model | |
| 505 | 8 | |a Change and Innovation -- Kotter's 8 Stages of Change -- Genome Model -- The 3 Levels of Innovation -- The Four Fundamental Creative Forces -- Pentathlon Model -- McKinsey's 7s Framework -- Proposed Solution -- Management of Sick Leave -- Benefits of Implementing Proposed Solution -- Chapter Six Effective Leadership -- Leadership Defined -- Leadership Styles -- Assessment of Leadership Performance -- Balanced Scorecard -- Benefits and Limitations of Balanced Scorecard -- Core Leadership Responsibilities and Functions -- Application -- Improvement Potential and Required Changes -- Benefits of the Leadership Development Programme -- Chapter Seven Strategy -- Strategy Map -- Creation of a Strategy Map -- Benefits of Strategy Maps -- Soft Systems Methodology (SSM) -- Stages of Soft System Methodology -- Stages 1: Problem Identification -- Stage 2: Expression of Problem Situation -- Stage 3: Root Definitions -- Stage 4: Conceptual Models -- Stage 5: Comparison of Conceptual Models with the Real World -- Stage 6: Definition of Desirable and Feasible Changes -- Stage 7: Taking Action for the Improvement of the Problem Situation -- Benefits of SSM -- CATWOE -- Rich Picture -- Strategy Roadmap -- Process -- Application -- Road Map for the Implementation of the Balanced Scorecard -- Conclusion -- References | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Barnett-Quaicoo, Patricia |t Business Management Solutions |d Chicago : Austin Macauley Publishers,c2024 |
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Datensatz im Suchindex
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| author | Barnett-Quaicoo, Patricia |
| author_facet | Barnett-Quaicoo, Patricia |
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| author_sort | Barnett-Quaicoo, Patricia |
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| building | Verbundindex |
| bvnumber | BV049871172 |
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| contents | Intro -- Title Page -- About the Author -- Dedication -- Copyright Information © -- Acknowledgement -- Chapter One Introduction -- Chapter Two Create Value -- The Concept of Value and Value Creation -- Value Creation Process -- Internal and External Analysis -- Value Chain Analysis -- External Analysis -- Porter's 5-Forces Analysis -- 1. Threat of New Entrants -- 2. Threat of Suppliers -- 3. Threat of Buyers -- 4. Threat of Substitutes -- 5. Competitive Rivalry -- PESTEL Analysis -- Internal Analysis -- Horizontal and Vertical Comparative Analysis of Financial Statements -- Application -- Current Business Model -- 5-Forces Analysis -- Threat of New Entrants -- Bargaining Power of Buyers -- Threats of Substitute Products -- Bargaining Power of Suppliers -- Industry Competitors -- PESTEL Analysis -- Political Factors -- Economic Factors -- Social Factors -- Technological Factors -- Environmental Factors -- Legal Factors -- Summary of PESTEL Analysis -- SWOT Analysis -- Strengths -- Weaknesses -- Opportunities -- Threats -- Existing Competitive Advantage -- Existing Strategy -- Existing Business Model -- Discovering Oil and Gas -- Extracting and Producing Oil and Gas -- Trading and Transporting -- Manufacturing and Marketing Fuels and Products -- Generating Renewable Energy -- Value Chain Analysis -- Primary Activities -- Support Activities -- Value Networks -- Value-Based Inadequacies Identified and Associated Risks -- Inadequacies -- Measures for Value Chain Enhancement -- Necessary Changes to Existing Business Model to Create Value -- Value Creation Interventions through Stakeholders -- Impact of Proposed Strategic Initiative on the Company's Strategic Positioning -- Chapter Three Manage the Value Created -- Core Concepts and Practices for Value Management -- Risk Management Assessment -- Enterprise Risk Management (ERM) Corporate Governance Assessment -- Quantitative Analysis -- Price-Earning (PE) Ratio -- Return on Capital Employed (ROCE) -- Return on Equity (ROE) -- Gearing Ratio -- Improving Business Processes -- Total Quality Management (TQM) -- Application -- 5Cs Analysis -- CAMELS Analysis -- Capital Adequacy -- Asset Quality -- Management -- Earnings -- Liquidity -- Sensitivity -- Findings of Situational Analysis -- 1. Improving Operating Income -- 2. Improving Business Processes -- 3. Implementation of the Total Quality Management (TQM) System -- TQM Strategic Management System -- Chapter Four Transform the Organisation -- Business Model Canvas -- 1. Value Proposition -- 2. Customer Segments -- 3. Channels -- 4. Customer Relationships -- 5. Revenue Streams -- 6. Key Resources -- 7. Key Partners -- 8. Key Activities -- 9. Cost Structure -- Benefits of the Business Model Canvas -- Limitations of the Business Model Canvas -- VRIO FRAMEWORK -- The VRIO Framework -- Valuable -- Rare -- Costly to Imitate -- Organised to Capture Value -- Using the VRIO Framework -- 1. Identifying valuable, rare and costly to imitate resources -- Identifying Valuable Resources -- Identifying Rare Resources -- Identifying Costly to Imitate Resources -- 2. Is the company is organised to exploit these resources identified -- 3. Protect the resources identified -- 4. Constantly review VRIO resources and capabilities -- Application -- Legend for VRIO Analysis Table -- Summary of VRIO Analysis -- Proposed Strategic Actions for Organisational Transformation -- Chapter Five Embrace Innovation and Change -- Lewin's Change Model -- Kotter's 8 Stages of Change -- The Innovation Genome -- The Pentathlon Model -- Application -- Business Model Canvas -- Summary of SWOT Analysis -- Summary of McKinsey's 7s Analysis -- Proposed Strategic Actions for Innovation and Change -- Lewin's Change Model Change and Innovation -- Kotter's 8 Stages of Change -- Genome Model -- The 3 Levels of Innovation -- The Four Fundamental Creative Forces -- Pentathlon Model -- McKinsey's 7s Framework -- Proposed Solution -- Management of Sick Leave -- Benefits of Implementing Proposed Solution -- Chapter Six Effective Leadership -- Leadership Defined -- Leadership Styles -- Assessment of Leadership Performance -- Balanced Scorecard -- Benefits and Limitations of Balanced Scorecard -- Core Leadership Responsibilities and Functions -- Application -- Improvement Potential and Required Changes -- Benefits of the Leadership Development Programme -- Chapter Seven Strategy -- Strategy Map -- Creation of a Strategy Map -- Benefits of Strategy Maps -- Soft Systems Methodology (SSM) -- Stages of Soft System Methodology -- Stages 1: Problem Identification -- Stage 2: Expression of Problem Situation -- Stage 3: Root Definitions -- Stage 4: Conceptual Models -- Stage 5: Comparison of Conceptual Models with the Real World -- Stage 6: Definition of Desirable and Feasible Changes -- Stage 7: Taking Action for the Improvement of the Problem Situation -- Benefits of SSM -- CATWOE -- Rich Picture -- Strategy Roadmap -- Process -- Application -- Road Map for the Implementation of the Balanced Scorecard -- Conclusion -- References |
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| format | Electronic eBook |
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| id | DE-604.BV049871172 |
| illustrated | Not Illustrated |
| indexdate | 2024-12-06T13:11:08Z |
| institution | BVB |
| isbn | 9781398495111 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-035210647 |
| oclc_num | 1466909830 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (72 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2024 |
| publishDateSearch | 2024 |
| publishDateSort | 2024 |
| publisher | Austin Macauley Publishers |
| record_format | marc |
| spelling | Barnett-Quaicoo, Patricia Verfasser aut Business Management Solutions Practical Steps for Solving Problems in Your Business Chicago Austin Macauley Publishers 2024 ©2024 1 Online-Ressource (72 Seiten) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Intro -- Title Page -- About the Author -- Dedication -- Copyright Information © -- Acknowledgement -- Chapter One Introduction -- Chapter Two Create Value -- The Concept of Value and Value Creation -- Value Creation Process -- Internal and External Analysis -- Value Chain Analysis -- External Analysis -- Porter's 5-Forces Analysis -- 1. Threat of New Entrants -- 2. Threat of Suppliers -- 3. Threat of Buyers -- 4. Threat of Substitutes -- 5. Competitive Rivalry -- PESTEL Analysis -- Internal Analysis -- Horizontal and Vertical Comparative Analysis of Financial Statements -- Application -- Current Business Model -- 5-Forces Analysis -- Threat of New Entrants -- Bargaining Power of Buyers -- Threats of Substitute Products -- Bargaining Power of Suppliers -- Industry Competitors -- PESTEL Analysis -- Political Factors -- Economic Factors -- Social Factors -- Technological Factors -- Environmental Factors -- Legal Factors -- Summary of PESTEL Analysis -- SWOT Analysis -- Strengths -- Weaknesses -- Opportunities -- Threats -- Existing Competitive Advantage -- Existing Strategy -- Existing Business Model -- Discovering Oil and Gas -- Extracting and Producing Oil and Gas -- Trading and Transporting -- Manufacturing and Marketing Fuels and Products -- Generating Renewable Energy -- Value Chain Analysis -- Primary Activities -- Support Activities -- Value Networks -- Value-Based Inadequacies Identified and Associated Risks -- Inadequacies -- Measures for Value Chain Enhancement -- Necessary Changes to Existing Business Model to Create Value -- Value Creation Interventions through Stakeholders -- Impact of Proposed Strategic Initiative on the Company's Strategic Positioning -- Chapter Three Manage the Value Created -- Core Concepts and Practices for Value Management -- Risk Management Assessment -- Enterprise Risk Management (ERM) Corporate Governance Assessment -- Quantitative Analysis -- Price-Earning (PE) Ratio -- Return on Capital Employed (ROCE) -- Return on Equity (ROE) -- Gearing Ratio -- Improving Business Processes -- Total Quality Management (TQM) -- Application -- 5Cs Analysis -- CAMELS Analysis -- Capital Adequacy -- Asset Quality -- Management -- Earnings -- Liquidity -- Sensitivity -- Findings of Situational Analysis -- 1. Improving Operating Income -- 2. Improving Business Processes -- 3. Implementation of the Total Quality Management (TQM) System -- TQM Strategic Management System -- Chapter Four Transform the Organisation -- Business Model Canvas -- 1. Value Proposition -- 2. Customer Segments -- 3. Channels -- 4. Customer Relationships -- 5. Revenue Streams -- 6. Key Resources -- 7. Key Partners -- 8. Key Activities -- 9. Cost Structure -- Benefits of the Business Model Canvas -- Limitations of the Business Model Canvas -- VRIO FRAMEWORK -- The VRIO Framework -- Valuable -- Rare -- Costly to Imitate -- Organised to Capture Value -- Using the VRIO Framework -- 1. Identifying valuable, rare and costly to imitate resources -- Identifying Valuable Resources -- Identifying Rare Resources -- Identifying Costly to Imitate Resources -- 2. Is the company is organised to exploit these resources identified -- 3. Protect the resources identified -- 4. Constantly review VRIO resources and capabilities -- Application -- Legend for VRIO Analysis Table -- Summary of VRIO Analysis -- Proposed Strategic Actions for Organisational Transformation -- Chapter Five Embrace Innovation and Change -- Lewin's Change Model -- Kotter's 8 Stages of Change -- The Innovation Genome -- The Pentathlon Model -- Application -- Business Model Canvas -- Summary of SWOT Analysis -- Summary of McKinsey's 7s Analysis -- Proposed Strategic Actions for Innovation and Change -- Lewin's Change Model Change and Innovation -- Kotter's 8 Stages of Change -- Genome Model -- The 3 Levels of Innovation -- The Four Fundamental Creative Forces -- Pentathlon Model -- McKinsey's 7s Framework -- Proposed Solution -- Management of Sick Leave -- Benefits of Implementing Proposed Solution -- Chapter Six Effective Leadership -- Leadership Defined -- Leadership Styles -- Assessment of Leadership Performance -- Balanced Scorecard -- Benefits and Limitations of Balanced Scorecard -- Core Leadership Responsibilities and Functions -- Application -- Improvement Potential and Required Changes -- Benefits of the Leadership Development Programme -- Chapter Seven Strategy -- Strategy Map -- Creation of a Strategy Map -- Benefits of Strategy Maps -- Soft Systems Methodology (SSM) -- Stages of Soft System Methodology -- Stages 1: Problem Identification -- Stage 2: Expression of Problem Situation -- Stage 3: Root Definitions -- Stage 4: Conceptual Models -- Stage 5: Comparison of Conceptual Models with the Real World -- Stage 6: Definition of Desirable and Feasible Changes -- Stage 7: Taking Action for the Improvement of the Problem Situation -- Benefits of SSM -- CATWOE -- Rich Picture -- Strategy Roadmap -- Process -- Application -- Road Map for the Implementation of the Balanced Scorecard -- Conclusion -- References Erscheint auch als Druck-Ausgabe Barnett-Quaicoo, Patricia Business Management Solutions Chicago : Austin Macauley Publishers,c2024 |
| spellingShingle | Barnett-Quaicoo, Patricia Business Management Solutions Practical Steps for Solving Problems in Your Business Intro -- Title Page -- About the Author -- Dedication -- Copyright Information © -- Acknowledgement -- Chapter One Introduction -- Chapter Two Create Value -- The Concept of Value and Value Creation -- Value Creation Process -- Internal and External Analysis -- Value Chain Analysis -- External Analysis -- Porter's 5-Forces Analysis -- 1. Threat of New Entrants -- 2. Threat of Suppliers -- 3. Threat of Buyers -- 4. Threat of Substitutes -- 5. Competitive Rivalry -- PESTEL Analysis -- Internal Analysis -- Horizontal and Vertical Comparative Analysis of Financial Statements -- Application -- Current Business Model -- 5-Forces Analysis -- Threat of New Entrants -- Bargaining Power of Buyers -- Threats of Substitute Products -- Bargaining Power of Suppliers -- Industry Competitors -- PESTEL Analysis -- Political Factors -- Economic Factors -- Social Factors -- Technological Factors -- Environmental Factors -- Legal Factors -- Summary of PESTEL Analysis -- SWOT Analysis -- Strengths -- Weaknesses -- Opportunities -- Threats -- Existing Competitive Advantage -- Existing Strategy -- Existing Business Model -- Discovering Oil and Gas -- Extracting and Producing Oil and Gas -- Trading and Transporting -- Manufacturing and Marketing Fuels and Products -- Generating Renewable Energy -- Value Chain Analysis -- Primary Activities -- Support Activities -- Value Networks -- Value-Based Inadequacies Identified and Associated Risks -- Inadequacies -- Measures for Value Chain Enhancement -- Necessary Changes to Existing Business Model to Create Value -- Value Creation Interventions through Stakeholders -- Impact of Proposed Strategic Initiative on the Company's Strategic Positioning -- Chapter Three Manage the Value Created -- Core Concepts and Practices for Value Management -- Risk Management Assessment -- Enterprise Risk Management (ERM) Corporate Governance Assessment -- Quantitative Analysis -- Price-Earning (PE) Ratio -- Return on Capital Employed (ROCE) -- Return on Equity (ROE) -- Gearing Ratio -- Improving Business Processes -- Total Quality Management (TQM) -- Application -- 5Cs Analysis -- CAMELS Analysis -- Capital Adequacy -- Asset Quality -- Management -- Earnings -- Liquidity -- Sensitivity -- Findings of Situational Analysis -- 1. Improving Operating Income -- 2. Improving Business Processes -- 3. Implementation of the Total Quality Management (TQM) System -- TQM Strategic Management System -- Chapter Four Transform the Organisation -- Business Model Canvas -- 1. Value Proposition -- 2. Customer Segments -- 3. Channels -- 4. Customer Relationships -- 5. Revenue Streams -- 6. Key Resources -- 7. Key Partners -- 8. Key Activities -- 9. Cost Structure -- Benefits of the Business Model Canvas -- Limitations of the Business Model Canvas -- VRIO FRAMEWORK -- The VRIO Framework -- Valuable -- Rare -- Costly to Imitate -- Organised to Capture Value -- Using the VRIO Framework -- 1. Identifying valuable, rare and costly to imitate resources -- Identifying Valuable Resources -- Identifying Rare Resources -- Identifying Costly to Imitate Resources -- 2. Is the company is organised to exploit these resources identified -- 3. Protect the resources identified -- 4. Constantly review VRIO resources and capabilities -- Application -- Legend for VRIO Analysis Table -- Summary of VRIO Analysis -- Proposed Strategic Actions for Organisational Transformation -- Chapter Five Embrace Innovation and Change -- Lewin's Change Model -- Kotter's 8 Stages of Change -- The Innovation Genome -- The Pentathlon Model -- Application -- Business Model Canvas -- Summary of SWOT Analysis -- Summary of McKinsey's 7s Analysis -- Proposed Strategic Actions for Innovation and Change -- Lewin's Change Model Change and Innovation -- Kotter's 8 Stages of Change -- Genome Model -- The 3 Levels of Innovation -- The Four Fundamental Creative Forces -- Pentathlon Model -- McKinsey's 7s Framework -- Proposed Solution -- Management of Sick Leave -- Benefits of Implementing Proposed Solution -- Chapter Six Effective Leadership -- Leadership Defined -- Leadership Styles -- Assessment of Leadership Performance -- Balanced Scorecard -- Benefits and Limitations of Balanced Scorecard -- Core Leadership Responsibilities and Functions -- Application -- Improvement Potential and Required Changes -- Benefits of the Leadership Development Programme -- Chapter Seven Strategy -- Strategy Map -- Creation of a Strategy Map -- Benefits of Strategy Maps -- Soft Systems Methodology (SSM) -- Stages of Soft System Methodology -- Stages 1: Problem Identification -- Stage 2: Expression of Problem Situation -- Stage 3: Root Definitions -- Stage 4: Conceptual Models -- Stage 5: Comparison of Conceptual Models with the Real World -- Stage 6: Definition of Desirable and Feasible Changes -- Stage 7: Taking Action for the Improvement of the Problem Situation -- Benefits of SSM -- CATWOE -- Rich Picture -- Strategy Roadmap -- Process -- Application -- Road Map for the Implementation of the Balanced Scorecard -- Conclusion -- References |
| title | Business Management Solutions Practical Steps for Solving Problems in Your Business |
| title_auth | Business Management Solutions Practical Steps for Solving Problems in Your Business |
| title_exact_search | Business Management Solutions Practical Steps for Solving Problems in Your Business |
| title_full | Business Management Solutions Practical Steps for Solving Problems in Your Business |
| title_fullStr | Business Management Solutions Practical Steps for Solving Problems in Your Business |
| title_full_unstemmed | Business Management Solutions Practical Steps for Solving Problems in Your Business |
| title_short | Business Management Solutions |
| title_sort | business management solutions practical steps for solving problems in your business |
| title_sub | Practical Steps for Solving Problems in Your Business |
| work_keys_str_mv | AT barnettquaicoopatricia businessmanagementsolutionspracticalstepsforsolvingproblemsinyourbusiness |