Business Strategy for a Better Normal: Concepts and Cases
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Cham
Springer International Publishing AG
2023
|
| Ausgabe: | 1st ed |
| Online-Zugang: | DE-2070s |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (173 Seiten) |
| ISBN: | 9783031287084 |
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| 505 | 8 | |a Intro -- Preface -- Acknowledgments -- Praise for Business Strategy for a Better Normal -- Contributors -- Contents -- About the Author -- List of Figures -- List of Tables -- 1 Strategic Thinking -- Introduction -- Vision and Mission -- Goals, Strategies, and Tactics -- A Better Proposition -- End of Chapter Example: Missions and Visions of Leading Consumer Companies -- End of Chapter Strategic Planning Exercise -- My Strategy Plan -- Further Reading -- 2 Organizational Cultures -- Developing a Strategy -- Quadrants -- Style and Strategy -- Types of Organizational Cultures -- Why Strategists Need to Be Forward-Looking -- End of Chapter Mini-Case: How Airbnb Built Its Belonging Culture -- Creating an Open Dialogue at Work -- Bringing Company Culture to Life -- Recruiting and Onboarding at Airbnb -- End of Chapter Strategic Planning Exercise -- Choosing an Employer -- Further Reading -- 3 Scanning the Environment -- Assessing the Macro-Environment -- Opportunity-Rich or Opportunity-Poor? -- Key Performance Indicators -- Environmental Scanning Tools -- Driving Forces -- Strategy as Practice -- Will the Strategy Fly? -- End of Chapter Mini-Case: Robinhood Markets, Inc. -- Downside Risks -- Responses to Critics -- Uncertain Outlook -- End of Chapter Strategic Planning Exercise -- Scoping an Opportunity -- Further Reading -- 4 Industry Attractiveness -- The Power of Competitive Forces -- Rivalry Among Competing Sellers: Moderate to High -- Threat of Entry of New Competitors: Moderate to Low -- Threat of Substitute Products: Moderate to High -- Supplier Bargaining Power and Supplier-Seller Collaboration: Moderate -- Buyer Bargaining Power and Seller-Buyer Collaboration: Trade-High -- Consumer-High -- Decision-Making Tools -- Key -- Key Success Factors -- Diversification Winners and Losers -- Tasks of the Strategic Manager | |
| 505 | 8 | |a End of Chapter Mini-Case: Mark Anthony Group -- Company Evolution -- The Market for Hard Seltzer Beverages -- Competitors in the Hard Seltzer Market -- New Entry Threat -- Further Reading -- 5 Competing -- Strategy is a Hypothesis -- Strategic Orientations -- Quadrants -- Competitive Strategies -- Cooperation and Coopetition -- End of Chapter Mini-Case: Coinbase -- Crypto Defined -- Coinbase's Founding and Evolution -- Coinbase's Competitive Strategy -- Risk and Reward Tradeoffs -- Crypto Comeuppance? -- End of Chapters Strategic Planning Exercises -- Leaving My Comfort Zone -- Further Reading -- 6 Diversity, Equality, Inclusion and Diversification -- Introduction -- Why DEI? -- Illustrative Example: La Cheve Bakery & -- Brews -- Linkages with Diversification Strategies -- Quadrants -- End of Chapter Mini-Case: DEI at Nike, Inc. -- Mounting Criticism and Departures -- Nike's Response -- DEI Targets -- Stakeholder Activism -- End of Chapters Strategic Planning Exercises -- DEI Awareness -- Further Reading -- 7 Contemplating Globalization -- Why Expand Geographically? -- Adapting to Global Markets -- Can Companies Succeed Globally? -- Cross-Border Activities -- Staying Local but Acting Global Strategies -- De-Globalization -- Tradeoffs in Changing Supply Chains -- Why Strategists Need to Be Forward-Looking -- End of Chapter Mini-Case: E.L.F. Beauty, Inc. Faces Global Supply Chain Decisions -- End of Chapter Strategic Planning Exercise -- Where Does it Come From? -- Further Reading -- 8 Innovation and the Changing Workplace -- Introduction -- The Remoteness of Things -- Three Types of Technology -- The Dark Sides of Technology and the Changing Workplace -- End of Chapter Mini-Case: Blue Apron -- External Innovation -- Pivot and Pushback -- Changing Fortunes -- End of Chapters Strategic Planning Exercises -- Choosing Technology -- Further Reading | |
| 505 | 8 | |a 9 Governance -- Introduction -- The Test of Time -- Governance and Stakeholders -- Non-Market Strategies -- Effective Governance -- Examples in Each Quadrant -- Final Thoughts -- End of Chapter Mini-Case: Governance at North Bay Rowing Club -- Operations and Marketing -- Competition -- NBRC's Board -- Data-Driven Decision-Making? -- End of Chapters Strategic Planning Exercises -- Who is on Your Advisory Board? -- Further Reading -- Index of Companies -- Index of Key Terms | |
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Datensatz im Suchindex
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| contents | Intro -- Preface -- Acknowledgments -- Praise for Business Strategy for a Better Normal -- Contributors -- Contents -- About the Author -- List of Figures -- List of Tables -- 1 Strategic Thinking -- Introduction -- Vision and Mission -- Goals, Strategies, and Tactics -- A Better Proposition -- End of Chapter Example: Missions and Visions of Leading Consumer Companies -- End of Chapter Strategic Planning Exercise -- My Strategy Plan -- Further Reading -- 2 Organizational Cultures -- Developing a Strategy -- Quadrants -- Style and Strategy -- Types of Organizational Cultures -- Why Strategists Need to Be Forward-Looking -- End of Chapter Mini-Case: How Airbnb Built Its Belonging Culture -- Creating an Open Dialogue at Work -- Bringing Company Culture to Life -- Recruiting and Onboarding at Airbnb -- End of Chapter Strategic Planning Exercise -- Choosing an Employer -- Further Reading -- 3 Scanning the Environment -- Assessing the Macro-Environment -- Opportunity-Rich or Opportunity-Poor? -- Key Performance Indicators -- Environmental Scanning Tools -- Driving Forces -- Strategy as Practice -- Will the Strategy Fly? -- End of Chapter Mini-Case: Robinhood Markets, Inc. -- Downside Risks -- Responses to Critics -- Uncertain Outlook -- End of Chapter Strategic Planning Exercise -- Scoping an Opportunity -- Further Reading -- 4 Industry Attractiveness -- The Power of Competitive Forces -- Rivalry Among Competing Sellers: Moderate to High -- Threat of Entry of New Competitors: Moderate to Low -- Threat of Substitute Products: Moderate to High -- Supplier Bargaining Power and Supplier-Seller Collaboration: Moderate -- Buyer Bargaining Power and Seller-Buyer Collaboration: Trade-High -- Consumer-High -- Decision-Making Tools -- Key -- Key Success Factors -- Diversification Winners and Losers -- Tasks of the Strategic Manager End of Chapter Mini-Case: Mark Anthony Group -- Company Evolution -- The Market for Hard Seltzer Beverages -- Competitors in the Hard Seltzer Market -- New Entry Threat -- Further Reading -- 5 Competing -- Strategy is a Hypothesis -- Strategic Orientations -- Quadrants -- Competitive Strategies -- Cooperation and Coopetition -- End of Chapter Mini-Case: Coinbase -- Crypto Defined -- Coinbase's Founding and Evolution -- Coinbase's Competitive Strategy -- Risk and Reward Tradeoffs -- Crypto Comeuppance? -- End of Chapters Strategic Planning Exercises -- Leaving My Comfort Zone -- Further Reading -- 6 Diversity, Equality, Inclusion and Diversification -- Introduction -- Why DEI? -- Illustrative Example: La Cheve Bakery & -- Brews -- Linkages with Diversification Strategies -- Quadrants -- End of Chapter Mini-Case: DEI at Nike, Inc. -- Mounting Criticism and Departures -- Nike's Response -- DEI Targets -- Stakeholder Activism -- End of Chapters Strategic Planning Exercises -- DEI Awareness -- Further Reading -- 7 Contemplating Globalization -- Why Expand Geographically? -- Adapting to Global Markets -- Can Companies Succeed Globally? -- Cross-Border Activities -- Staying Local but Acting Global Strategies -- De-Globalization -- Tradeoffs in Changing Supply Chains -- Why Strategists Need to Be Forward-Looking -- End of Chapter Mini-Case: E.L.F. Beauty, Inc. Faces Global Supply Chain Decisions -- End of Chapter Strategic Planning Exercise -- Where Does it Come From? -- Further Reading -- 8 Innovation and the Changing Workplace -- Introduction -- The Remoteness of Things -- Three Types of Technology -- The Dark Sides of Technology and the Changing Workplace -- End of Chapter Mini-Case: Blue Apron -- External Innovation -- Pivot and Pushback -- Changing Fortunes -- End of Chapters Strategic Planning Exercises -- Choosing Technology -- Further Reading 9 Governance -- Introduction -- The Test of Time -- Governance and Stakeholders -- Non-Market Strategies -- Effective Governance -- Examples in Each Quadrant -- Final Thoughts -- End of Chapter Mini-Case: Governance at North Bay Rowing Club -- Operations and Marketing -- Competition -- NBRC's Board -- Data-Driven Decision-Making? -- End of Chapters Strategic Planning Exercises -- Who is on Your Advisory Board? -- Further Reading -- Index of Companies -- Index of Key Terms |
| ctrlnum | (ZDB-30-PQE)EBC7243825 (ZDB-30-PAD)EBC7243825 (ZDB-89-EBL)EBL7243825 (OCoLC)1379432991 (DE-599)BVBBV049874583 |
| dewey-full | 658.4012 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4012 |
| dewey-search | 658.4012 |
| dewey-sort | 3658.4012 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 1st ed |
| format | Electronic eBook |
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| id | DE-604.BV049874583 |
| illustrated | Not Illustrated |
| indexdate | 2024-09-19T05:22:07Z |
| institution | BVB |
| isbn | 9783031287084 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-035214041 |
| oclc_num | 1379432991 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (173 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2023 |
| publishDateSearch | 2023 |
| publishDateSort | 2023 |
| publisher | Springer International Publishing AG |
| record_format | marc |
| spelling | Gilinsky, Armand Verfasser aut Business Strategy for a Better Normal Concepts and Cases 1st ed Cham Springer International Publishing AG 2023 ©2023 1 Online-Ressource (173 Seiten) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Intro -- Preface -- Acknowledgments -- Praise for Business Strategy for a Better Normal -- Contributors -- Contents -- About the Author -- List of Figures -- List of Tables -- 1 Strategic Thinking -- Introduction -- Vision and Mission -- Goals, Strategies, and Tactics -- A Better Proposition -- End of Chapter Example: Missions and Visions of Leading Consumer Companies -- End of Chapter Strategic Planning Exercise -- My Strategy Plan -- Further Reading -- 2 Organizational Cultures -- Developing a Strategy -- Quadrants -- Style and Strategy -- Types of Organizational Cultures -- Why Strategists Need to Be Forward-Looking -- End of Chapter Mini-Case: How Airbnb Built Its Belonging Culture -- Creating an Open Dialogue at Work -- Bringing Company Culture to Life -- Recruiting and Onboarding at Airbnb -- End of Chapter Strategic Planning Exercise -- Choosing an Employer -- Further Reading -- 3 Scanning the Environment -- Assessing the Macro-Environment -- Opportunity-Rich or Opportunity-Poor? -- Key Performance Indicators -- Environmental Scanning Tools -- Driving Forces -- Strategy as Practice -- Will the Strategy Fly? -- End of Chapter Mini-Case: Robinhood Markets, Inc. -- Downside Risks -- Responses to Critics -- Uncertain Outlook -- End of Chapter Strategic Planning Exercise -- Scoping an Opportunity -- Further Reading -- 4 Industry Attractiveness -- The Power of Competitive Forces -- Rivalry Among Competing Sellers: Moderate to High -- Threat of Entry of New Competitors: Moderate to Low -- Threat of Substitute Products: Moderate to High -- Supplier Bargaining Power and Supplier-Seller Collaboration: Moderate -- Buyer Bargaining Power and Seller-Buyer Collaboration: Trade-High -- Consumer-High -- Decision-Making Tools -- Key -- Key Success Factors -- Diversification Winners and Losers -- Tasks of the Strategic Manager End of Chapter Mini-Case: Mark Anthony Group -- Company Evolution -- The Market for Hard Seltzer Beverages -- Competitors in the Hard Seltzer Market -- New Entry Threat -- Further Reading -- 5 Competing -- Strategy is a Hypothesis -- Strategic Orientations -- Quadrants -- Competitive Strategies -- Cooperation and Coopetition -- End of Chapter Mini-Case: Coinbase -- Crypto Defined -- Coinbase's Founding and Evolution -- Coinbase's Competitive Strategy -- Risk and Reward Tradeoffs -- Crypto Comeuppance? -- End of Chapters Strategic Planning Exercises -- Leaving My Comfort Zone -- Further Reading -- 6 Diversity, Equality, Inclusion and Diversification -- Introduction -- Why DEI? -- Illustrative Example: La Cheve Bakery & -- Brews -- Linkages with Diversification Strategies -- Quadrants -- End of Chapter Mini-Case: DEI at Nike, Inc. -- Mounting Criticism and Departures -- Nike's Response -- DEI Targets -- Stakeholder Activism -- End of Chapters Strategic Planning Exercises -- DEI Awareness -- Further Reading -- 7 Contemplating Globalization -- Why Expand Geographically? -- Adapting to Global Markets -- Can Companies Succeed Globally? -- Cross-Border Activities -- Staying Local but Acting Global Strategies -- De-Globalization -- Tradeoffs in Changing Supply Chains -- Why Strategists Need to Be Forward-Looking -- End of Chapter Mini-Case: E.L.F. Beauty, Inc. Faces Global Supply Chain Decisions -- End of Chapter Strategic Planning Exercise -- Where Does it Come From? -- Further Reading -- 8 Innovation and the Changing Workplace -- Introduction -- The Remoteness of Things -- Three Types of Technology -- The Dark Sides of Technology and the Changing Workplace -- End of Chapter Mini-Case: Blue Apron -- External Innovation -- Pivot and Pushback -- Changing Fortunes -- End of Chapters Strategic Planning Exercises -- Choosing Technology -- Further Reading 9 Governance -- Introduction -- The Test of Time -- Governance and Stakeholders -- Non-Market Strategies -- Effective Governance -- Examples in Each Quadrant -- Final Thoughts -- End of Chapter Mini-Case: Governance at North Bay Rowing Club -- Operations and Marketing -- Competition -- NBRC's Board -- Data-Driven Decision-Making? -- End of Chapters Strategic Planning Exercises -- Who is on Your Advisory Board? -- Further Reading -- Index of Companies -- Index of Key Terms Erscheint auch als Druck-Ausgabe Gilinsky, Armand Business Strategy for a Better Normal Cham : Springer International Publishing AG,c2023 9783031287077 |
| spellingShingle | Gilinsky, Armand Business Strategy for a Better Normal Concepts and Cases Intro -- Preface -- Acknowledgments -- Praise for Business Strategy for a Better Normal -- Contributors -- Contents -- About the Author -- List of Figures -- List of Tables -- 1 Strategic Thinking -- Introduction -- Vision and Mission -- Goals, Strategies, and Tactics -- A Better Proposition -- End of Chapter Example: Missions and Visions of Leading Consumer Companies -- End of Chapter Strategic Planning Exercise -- My Strategy Plan -- Further Reading -- 2 Organizational Cultures -- Developing a Strategy -- Quadrants -- Style and Strategy -- Types of Organizational Cultures -- Why Strategists Need to Be Forward-Looking -- End of Chapter Mini-Case: How Airbnb Built Its Belonging Culture -- Creating an Open Dialogue at Work -- Bringing Company Culture to Life -- Recruiting and Onboarding at Airbnb -- End of Chapter Strategic Planning Exercise -- Choosing an Employer -- Further Reading -- 3 Scanning the Environment -- Assessing the Macro-Environment -- Opportunity-Rich or Opportunity-Poor? -- Key Performance Indicators -- Environmental Scanning Tools -- Driving Forces -- Strategy as Practice -- Will the Strategy Fly? -- End of Chapter Mini-Case: Robinhood Markets, Inc. -- Downside Risks -- Responses to Critics -- Uncertain Outlook -- End of Chapter Strategic Planning Exercise -- Scoping an Opportunity -- Further Reading -- 4 Industry Attractiveness -- The Power of Competitive Forces -- Rivalry Among Competing Sellers: Moderate to High -- Threat of Entry of New Competitors: Moderate to Low -- Threat of Substitute Products: Moderate to High -- Supplier Bargaining Power and Supplier-Seller Collaboration: Moderate -- Buyer Bargaining Power and Seller-Buyer Collaboration: Trade-High -- Consumer-High -- Decision-Making Tools -- Key -- Key Success Factors -- Diversification Winners and Losers -- Tasks of the Strategic Manager End of Chapter Mini-Case: Mark Anthony Group -- Company Evolution -- The Market for Hard Seltzer Beverages -- Competitors in the Hard Seltzer Market -- New Entry Threat -- Further Reading -- 5 Competing -- Strategy is a Hypothesis -- Strategic Orientations -- Quadrants -- Competitive Strategies -- Cooperation and Coopetition -- End of Chapter Mini-Case: Coinbase -- Crypto Defined -- Coinbase's Founding and Evolution -- Coinbase's Competitive Strategy -- Risk and Reward Tradeoffs -- Crypto Comeuppance? -- End of Chapters Strategic Planning Exercises -- Leaving My Comfort Zone -- Further Reading -- 6 Diversity, Equality, Inclusion and Diversification -- Introduction -- Why DEI? -- Illustrative Example: La Cheve Bakery & -- Brews -- Linkages with Diversification Strategies -- Quadrants -- End of Chapter Mini-Case: DEI at Nike, Inc. -- Mounting Criticism and Departures -- Nike's Response -- DEI Targets -- Stakeholder Activism -- End of Chapters Strategic Planning Exercises -- DEI Awareness -- Further Reading -- 7 Contemplating Globalization -- Why Expand Geographically? -- Adapting to Global Markets -- Can Companies Succeed Globally? -- Cross-Border Activities -- Staying Local but Acting Global Strategies -- De-Globalization -- Tradeoffs in Changing Supply Chains -- Why Strategists Need to Be Forward-Looking -- End of Chapter Mini-Case: E.L.F. Beauty, Inc. Faces Global Supply Chain Decisions -- End of Chapter Strategic Planning Exercise -- Where Does it Come From? -- Further Reading -- 8 Innovation and the Changing Workplace -- Introduction -- The Remoteness of Things -- Three Types of Technology -- The Dark Sides of Technology and the Changing Workplace -- End of Chapter Mini-Case: Blue Apron -- External Innovation -- Pivot and Pushback -- Changing Fortunes -- End of Chapters Strategic Planning Exercises -- Choosing Technology -- Further Reading 9 Governance -- Introduction -- The Test of Time -- Governance and Stakeholders -- Non-Market Strategies -- Effective Governance -- Examples in Each Quadrant -- Final Thoughts -- End of Chapter Mini-Case: Governance at North Bay Rowing Club -- Operations and Marketing -- Competition -- NBRC's Board -- Data-Driven Decision-Making? -- End of Chapters Strategic Planning Exercises -- Who is on Your Advisory Board? -- Further Reading -- Index of Companies -- Index of Key Terms |
| title | Business Strategy for a Better Normal Concepts and Cases |
| title_auth | Business Strategy for a Better Normal Concepts and Cases |
| title_exact_search | Business Strategy for a Better Normal Concepts and Cases |
| title_full | Business Strategy for a Better Normal Concepts and Cases |
| title_fullStr | Business Strategy for a Better Normal Concepts and Cases |
| title_full_unstemmed | Business Strategy for a Better Normal Concepts and Cases |
| title_short | Business Strategy for a Better Normal |
| title_sort | business strategy for a better normal concepts and cases |
| title_sub | Concepts and Cases |
| work_keys_str_mv | AT gilinskyarmand businessstrategyforabetternormalconceptsandcases |