Crystalising the Strategic Business Landscape :: Strategy analysis practices and tools for business leaders and strategy practitioners.
Business strategy is appealing because it contains insights that promise to outsmart and outperform competitors, leading to a future that is better, brighter and more rewarding than the present. But where does good strategy start? In their forthcoming strategy book, Crystallising the strategic busin...
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| Weitere Verfasser: | , |
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Randburg :
KR Publishing,
2016.
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| Online-Zugang: | Volltext |
| Zusammenfassung: | Business strategy is appealing because it contains insights that promise to outsmart and outperform competitors, leading to a future that is better, brighter and more rewarding than the present. But where does good strategy start? In their forthcoming strategy book, Crystallising the strategic business landscape, Marius Ungerer and co-authors Gerard Ungerer and Johan Herholdt provide readers with a solid point of departure for conducting impactful, relevant and future based on sound theoretical foundations. The strategic business landscape is crystallised by viewing it from different vantage points to inform the development of strategic foresight, insight and cross-sight. The book is aimed at scholars, leaders and practitioners who wish to learn how to analyse external and internal contexts as a starting point for understanding the current realities of organisations, and to serve as a basis for strategic decision-making. The book is thorough, yet accessible - the perfect companion for conducting strategic analysis and synthesis. Prof Marius Ungerer is a core faculty member of the University of Stellenbosch Business School (USB) where he research and teach strategic management, leadership and change management for post graduate degree programs like MBA, MPhil in Management Coaching and PGD in Leadership. He is also an annual visiting academic to University of Johannesburg and Nagoya University of Commerce and Business, Japan. Dr Gerard Ungerer is an industrial engineer and a competitive strategy gamer with a passion for complex systems, strategy, business models, technology and innovation, e-business and management. Aptly, his postgraduate studies focused on competitive business strategy in the digital economy. Johan Herholdt is a management thinker and an experienced author of more than 10 books (five as editor) and various book chapters. He is an expert facilitator concentrating on individual and team coaching, discourse processes and dialogics, as well as systemic problem solving. |
| Beschreibung: | INDUSTRY DRIVING FORCES. |
| Beschreibung: | 1 online resource (330 pages) |
| Bibliographie: | Includes bibliographical references and index. |
| ISBN: | 9781869225889 1869225880 |
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| 100 | 1 | |a Ungerer, Marius. | |
| 245 | 1 | 0 | |a Crystalising the Strategic Business Landscape : |b Strategy analysis practices and tools for business leaders and strategy practitioners. |
| 260 | |a Randburg : |b KR Publishing, |c 2016. | ||
| 300 | |a 1 online resource (330 pages) | ||
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| 505 | 0 | |a Cover; Title Page; Endorsements; Title Page 2; Copyright; Acknowledgements; TABLE OF CONTENTS; ABOUT THE AUTHORS; INTRODUCTION; What this book can do for you; The purpose of the book; Who can benefit from this book?; We welcome feedback; Important note by the authors; Chapter 1 Strategy and thinking: Introduction to strategic analysis and synthesis; LEARNING OBJECTIVES; THINKING ABOUT STRATEGY; Why strategy?; Conclusion; Research into the effectiveness and usefulness of strategy formation; Conclusion; SCHOOLS OF STRATEGY FORMATION; Prescriptive schools; Descriptive schools; Conclusion. | |
| 505 | 8 | |a THE STRATEGIC LANDSCAPEThe business environment; The strategic landscape; Landscape as internal strategic structure; Strategy as landscaping; Strategy tools and processes for landscaping; So what is strategy?; THE PROCESS OF STRATEGISING; The future of "the future"; SYSTEMS THINKING; Systems dynamics and systems thinking; Engines of growth (reinforcing loops); Combining R-loops and B-loops; Limits to success; Broker -- friend or foe?; Conclusion; PARADOX AND CONTRADICTION IN STRATEGY; Paradox; Contradiction; Contradictions strategists should be aware of; Summary; GENERAL THINKING DILEMMAS. | |
| 505 | 8 | |a Dysfunctional associations with the concept "strategy""Intuitive" and "reflective" thinking; The bat and ball problem; Mental models; A note on uncertainty; Summary; SO WHAT IS STRATEGY THEN?; An interdependence view; Summary; What next?; THEME 1: FORESIGHT DEVELOPMENT; Chapter 2 Analysis of the global and macro context of an organisation; LEARNING OBJECTIVES; THEME 1: FORESIGHT DEVELOPMENT; BACKGROUND TO A GLOBAL AND MACRO CONTEXT ANALYSIS; The role of business in society; THE EXTERNAL CONTEXT AS DEPARTURE POINT FOR STRATEGIC ANALYSIS. | |
| 505 | 8 | |a GLOBAL STANDARDS TO CONSIDER IN A MACRO EXTERNAL CONTEXT ANALYSISThe Millennium Development Goals and the Sustainable Development Goals; Application tool; Practical guideline; The UN Global Compact; Human rights; Labour standards; Environment; Anti-corruption; Application tool; Practical guideline; GLOBAL RISK ANALYSIS; Application tool; Practical guideline; Application tool; Practical guideline; GENERAL MACRO ENVIRONMENTAL ANALYSIS USING A STEEP VIEW; Application tool; Practical guideline; STAKEHOLDER ANALYSIS; Application tool; Practical guideline. | |
| 505 | 8 | |a CREATING MULTIPLE VALUE: A SUSTAINABLE VALUE ANALYSISApplication tool; Practical guideline; CONCLUSION; Chapter 3 Analysis of the competitive context of an organisation; LEARNING OBJECTIVES; BACKGROUND; INTRODUCTION TO AN INDUSTRY ANALYSIS; Practical guideline on industry analysis; Industry trends: A general analysis; Application tool; Application tool; Industry-dominant economic features analysis; Application tool; Industry profitability, profit pool and market share analysis; Industry competitive forces analysis; Practical guideline on industry competitive forces analysis. | |
| 500 | |a INDUSTRY DRIVING FORCES. | ||
| 504 | |a Includes bibliographical references and index. | ||
| 520 | 8 | |a Business strategy is appealing because it contains insights that promise to outsmart and outperform competitors, leading to a future that is better, brighter and more rewarding than the present. But where does good strategy start? In their forthcoming strategy book, Crystallising the strategic business landscape, Marius Ungerer and co-authors Gerard Ungerer and Johan Herholdt provide readers with a solid point of departure for conducting impactful, relevant and future based on sound theoretical foundations. The strategic business landscape is crystallised by viewing it from different vantage points to inform the development of strategic foresight, insight and cross-sight. The book is aimed at scholars, leaders and practitioners who wish to learn how to analyse external and internal contexts as a starting point for understanding the current realities of organisations, and to serve as a basis for strategic decision-making. The book is thorough, yet accessible - the perfect companion for conducting strategic analysis and synthesis. Prof Marius Ungerer is a core faculty member of the University of Stellenbosch Business School (USB) where he research and teach strategic management, leadership and change management for post graduate degree programs like MBA, MPhil in Management Coaching and PGD in Leadership. He is also an annual visiting academic to University of Johannesburg and Nagoya University of Commerce and Business, Japan. Dr Gerard Ungerer is an industrial engineer and a competitive strategy gamer with a passion for complex systems, strategy, business models, technology and innovation, e-business and management. Aptly, his postgraduate studies focused on competitive business strategy in the digital economy. Johan Herholdt is a management thinker and an experienced author of more than 10 books (five as editor) and various book chapters. He is an expert facilitator concentrating on individual and team coaching, discourse processes and dialogics, as well as systemic problem solving. | |
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| 700 | 1 | |a Ungerer, Gerard. | |
| 700 | 1 | |a Herholdt, Johan. | |
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| contents | Cover; Title Page; Endorsements; Title Page 2; Copyright; Acknowledgements; TABLE OF CONTENTS; ABOUT THE AUTHORS; INTRODUCTION; What this book can do for you; The purpose of the book; Who can benefit from this book?; We welcome feedback; Important note by the authors; Chapter 1 Strategy and thinking: Introduction to strategic analysis and synthesis; LEARNING OBJECTIVES; THINKING ABOUT STRATEGY; Why strategy?; Conclusion; Research into the effectiveness and usefulness of strategy formation; Conclusion; SCHOOLS OF STRATEGY FORMATION; Prescriptive schools; Descriptive schools; Conclusion. THE STRATEGIC LANDSCAPEThe business environment; The strategic landscape; Landscape as internal strategic structure; Strategy as landscaping; Strategy tools and processes for landscaping; So what is strategy?; THE PROCESS OF STRATEGISING; The future of "the future"; SYSTEMS THINKING; Systems dynamics and systems thinking; Engines of growth (reinforcing loops); Combining R-loops and B-loops; Limits to success; Broker -- friend or foe?; Conclusion; PARADOX AND CONTRADICTION IN STRATEGY; Paradox; Contradiction; Contradictions strategists should be aware of; Summary; GENERAL THINKING DILEMMAS. Dysfunctional associations with the concept "strategy""Intuitive" and "reflective" thinking; The bat and ball problem; Mental models; A note on uncertainty; Summary; SO WHAT IS STRATEGY THEN?; An interdependence view; Summary; What next?; THEME 1: FORESIGHT DEVELOPMENT; Chapter 2 Analysis of the global and macro context of an organisation; LEARNING OBJECTIVES; THEME 1: FORESIGHT DEVELOPMENT; BACKGROUND TO A GLOBAL AND MACRO CONTEXT ANALYSIS; The role of business in society; THE EXTERNAL CONTEXT AS DEPARTURE POINT FOR STRATEGIC ANALYSIS. GLOBAL STANDARDS TO CONSIDER IN A MACRO EXTERNAL CONTEXT ANALYSISThe Millennium Development Goals and the Sustainable Development Goals; Application tool; Practical guideline; The UN Global Compact; Human rights; Labour standards; Environment; Anti-corruption; Application tool; Practical guideline; GLOBAL RISK ANALYSIS; Application tool; Practical guideline; Application tool; Practical guideline; GENERAL MACRO ENVIRONMENTAL ANALYSIS USING A STEEP VIEW; Application tool; Practical guideline; STAKEHOLDER ANALYSIS; Application tool; Practical guideline. CREATING MULTIPLE VALUE: A SUSTAINABLE VALUE ANALYSISApplication tool; Practical guideline; CONCLUSION; Chapter 3 Analysis of the competitive context of an organisation; LEARNING OBJECTIVES; BACKGROUND; INTRODUCTION TO AN INDUSTRY ANALYSIS; Practical guideline on industry analysis; Industry trends: A general analysis; Application tool; Application tool; Industry-dominant economic features analysis; Application tool; Industry profitability, profit pool and market share analysis; Industry competitive forces analysis; Practical guideline on industry competitive forces analysis. |
| ctrlnum | (OCoLC)963566886 |
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| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| format | Electronic eBook |
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Title Page; Endorsements; Title Page 2; Copyright; Acknowledgements; TABLE OF CONTENTS; ABOUT THE AUTHORS; INTRODUCTION; What this book can do for you; The purpose of the book; Who can benefit from this book?; We welcome feedback; Important note by the authors; Chapter 1 Strategy and thinking: Introduction to strategic analysis and synthesis; LEARNING OBJECTIVES; THINKING ABOUT STRATEGY; Why strategy?; Conclusion; Research into the effectiveness and usefulness of strategy formation; Conclusion; SCHOOLS OF STRATEGY FORMATION; Prescriptive schools; Descriptive schools; Conclusion.</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">THE STRATEGIC LANDSCAPEThe business environment; The strategic landscape; Landscape as internal strategic structure; Strategy as landscaping; Strategy tools and processes for landscaping; So what is strategy?; THE PROCESS OF STRATEGISING; The future of "the future"; SYSTEMS THINKING; Systems dynamics and systems thinking; Engines of growth (reinforcing loops); Combining R-loops and B-loops; Limits to success; Broker -- friend or foe?; Conclusion; PARADOX AND CONTRADICTION IN STRATEGY; Paradox; Contradiction; Contradictions strategists should be aware of; Summary; GENERAL THINKING DILEMMAS.</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Dysfunctional associations with the concept "strategy""Intuitive" and "reflective" thinking; The bat and ball problem; Mental models; A note on uncertainty; Summary; SO WHAT IS STRATEGY THEN?; An interdependence view; Summary; What next?; THEME 1: FORESIGHT DEVELOPMENT; Chapter 2 Analysis of the global and macro context of an organisation; LEARNING OBJECTIVES; THEME 1: FORESIGHT DEVELOPMENT; BACKGROUND TO A GLOBAL AND MACRO CONTEXT ANALYSIS; The role of business in society; THE EXTERNAL CONTEXT AS DEPARTURE POINT FOR STRATEGIC ANALYSIS.</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">GLOBAL STANDARDS TO CONSIDER IN A MACRO EXTERNAL CONTEXT ANALYSISThe Millennium Development Goals and the Sustainable Development Goals; Application tool; Practical guideline; The UN Global Compact; Human rights; Labour standards; Environment; Anti-corruption; Application tool; Practical guideline; GLOBAL RISK ANALYSIS; Application tool; Practical guideline; Application tool; Practical guideline; GENERAL MACRO ENVIRONMENTAL ANALYSIS USING A STEEP VIEW; Application tool; Practical guideline; STAKEHOLDER ANALYSIS; Application tool; Practical guideline.</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">CREATING MULTIPLE VALUE: A SUSTAINABLE VALUE ANALYSISApplication tool; Practical guideline; CONCLUSION; Chapter 3 Analysis of the competitive context of an organisation; LEARNING OBJECTIVES; BACKGROUND; INTRODUCTION TO AN INDUSTRY ANALYSIS; Practical guideline on industry analysis; Industry trends: A general analysis; Application tool; Application tool; Industry-dominant economic features analysis; Application tool; Industry profitability, profit pool and market share analysis; Industry competitive forces analysis; Practical guideline on industry competitive forces analysis.</subfield></datafield><datafield tag="500" ind1=" " ind2=" "><subfield code="a">INDUSTRY DRIVING FORCES.</subfield></datafield><datafield tag="504" ind1=" " ind2=" "><subfield code="a">Includes bibliographical references and index.</subfield></datafield><datafield tag="520" ind1="8" ind2=" "><subfield code="a">Business strategy is appealing because it contains insights that promise to outsmart and outperform competitors, leading to a future that is better, brighter and more rewarding than the present. But where does good strategy start? In their forthcoming strategy book, Crystallising the strategic business landscape, Marius Ungerer and co-authors Gerard Ungerer and Johan Herholdt provide readers with a solid point of departure for conducting impactful, relevant and future based on sound theoretical foundations. The strategic business landscape is crystallised by viewing it from different vantage points to inform the development of strategic foresight, insight and cross-sight. The book is aimed at scholars, leaders and practitioners who wish to learn how to analyse external and internal contexts as a starting point for understanding the current realities of organisations, and to serve as a basis for strategic decision-making. The book is thorough, yet accessible - the perfect companion for conducting strategic analysis and synthesis. Prof Marius Ungerer is a core faculty member of the University of Stellenbosch Business School (USB) where he research and teach strategic management, leadership and change management for post graduate degree programs like MBA, MPhil in Management Coaching and PGD in Leadership. He is also an annual visiting academic to University of Johannesburg and Nagoya University of Commerce and Business, Japan. Dr Gerard Ungerer is an industrial engineer and a competitive strategy gamer with a passion for complex systems, strategy, business models, technology and innovation, e-business and management. Aptly, his postgraduate studies focused on competitive business strategy in the digital economy. Johan Herholdt is a management thinker and an experienced author of more than 10 books (five as editor) and various book chapters. 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| id | ZDB-4-EBU-ocn963566886 |
| illustrated | Not Illustrated |
| indexdate | 2024-11-26T14:49:25Z |
| institution | BVB |
| isbn | 9781869225889 1869225880 |
| language | English |
| oclc_num | 963566886 |
| open_access_boolean | |
| owner | MAIN DE-863 DE-BY-FWS |
| owner_facet | MAIN DE-863 DE-BY-FWS |
| physical | 1 online resource (330 pages) |
| psigel | ZDB-4-EBU |
| publishDate | 2016 |
| publishDateSearch | 2016 |
| publishDateSort | 2016 |
| publisher | KR Publishing, |
| record_format | marc |
| spelling | Ungerer, Marius. Crystalising the Strategic Business Landscape : Strategy analysis practices and tools for business leaders and strategy practitioners. Randburg : KR Publishing, 2016. 1 online resource (330 pages) text txt rdacontent computer c rdamedia online resource cr rdacarrier data file rda Print version record. Cover; Title Page; Endorsements; Title Page 2; Copyright; Acknowledgements; TABLE OF CONTENTS; ABOUT THE AUTHORS; INTRODUCTION; What this book can do for you; The purpose of the book; Who can benefit from this book?; We welcome feedback; Important note by the authors; Chapter 1 Strategy and thinking: Introduction to strategic analysis and synthesis; LEARNING OBJECTIVES; THINKING ABOUT STRATEGY; Why strategy?; Conclusion; Research into the effectiveness and usefulness of strategy formation; Conclusion; SCHOOLS OF STRATEGY FORMATION; Prescriptive schools; Descriptive schools; Conclusion. THE STRATEGIC LANDSCAPEThe business environment; The strategic landscape; Landscape as internal strategic structure; Strategy as landscaping; Strategy tools and processes for landscaping; So what is strategy?; THE PROCESS OF STRATEGISING; The future of "the future"; SYSTEMS THINKING; Systems dynamics and systems thinking; Engines of growth (reinforcing loops); Combining R-loops and B-loops; Limits to success; Broker -- friend or foe?; Conclusion; PARADOX AND CONTRADICTION IN STRATEGY; Paradox; Contradiction; Contradictions strategists should be aware of; Summary; GENERAL THINKING DILEMMAS. Dysfunctional associations with the concept "strategy""Intuitive" and "reflective" thinking; The bat and ball problem; Mental models; A note on uncertainty; Summary; SO WHAT IS STRATEGY THEN?; An interdependence view; Summary; What next?; THEME 1: FORESIGHT DEVELOPMENT; Chapter 2 Analysis of the global and macro context of an organisation; LEARNING OBJECTIVES; THEME 1: FORESIGHT DEVELOPMENT; BACKGROUND TO A GLOBAL AND MACRO CONTEXT ANALYSIS; The role of business in society; THE EXTERNAL CONTEXT AS DEPARTURE POINT FOR STRATEGIC ANALYSIS. GLOBAL STANDARDS TO CONSIDER IN A MACRO EXTERNAL CONTEXT ANALYSISThe Millennium Development Goals and the Sustainable Development Goals; Application tool; Practical guideline; The UN Global Compact; Human rights; Labour standards; Environment; Anti-corruption; Application tool; Practical guideline; GLOBAL RISK ANALYSIS; Application tool; Practical guideline; Application tool; Practical guideline; GENERAL MACRO ENVIRONMENTAL ANALYSIS USING A STEEP VIEW; Application tool; Practical guideline; STAKEHOLDER ANALYSIS; Application tool; Practical guideline. CREATING MULTIPLE VALUE: A SUSTAINABLE VALUE ANALYSISApplication tool; Practical guideline; CONCLUSION; Chapter 3 Analysis of the competitive context of an organisation; LEARNING OBJECTIVES; BACKGROUND; INTRODUCTION TO AN INDUSTRY ANALYSIS; Practical guideline on industry analysis; Industry trends: A general analysis; Application tool; Application tool; Industry-dominant economic features analysis; Application tool; Industry profitability, profit pool and market share analysis; Industry competitive forces analysis; Practical guideline on industry competitive forces analysis. INDUSTRY DRIVING FORCES. Includes bibliographical references and index. Business strategy is appealing because it contains insights that promise to outsmart and outperform competitors, leading to a future that is better, brighter and more rewarding than the present. But where does good strategy start? In their forthcoming strategy book, Crystallising the strategic business landscape, Marius Ungerer and co-authors Gerard Ungerer and Johan Herholdt provide readers with a solid point of departure for conducting impactful, relevant and future based on sound theoretical foundations. The strategic business landscape is crystallised by viewing it from different vantage points to inform the development of strategic foresight, insight and cross-sight. The book is aimed at scholars, leaders and practitioners who wish to learn how to analyse external and internal contexts as a starting point for understanding the current realities of organisations, and to serve as a basis for strategic decision-making. The book is thorough, yet accessible - the perfect companion for conducting strategic analysis and synthesis. Prof Marius Ungerer is a core faculty member of the University of Stellenbosch Business School (USB) where he research and teach strategic management, leadership and change management for post graduate degree programs like MBA, MPhil in Management Coaching and PGD in Leadership. He is also an annual visiting academic to University of Johannesburg and Nagoya University of Commerce and Business, Japan. Dr Gerard Ungerer is an industrial engineer and a competitive strategy gamer with a passion for complex systems, strategy, business models, technology and innovation, e-business and management. Aptly, his postgraduate studies focused on competitive business strategy in the digital economy. Johan Herholdt is a management thinker and an experienced author of more than 10 books (five as editor) and various book chapters. He is an expert facilitator concentrating on individual and team coaching, discourse processes and dialogics, as well as systemic problem solving. Strategic planning. http://id.loc.gov/authorities/subjects/sh85128511 Business planning. http://id.loc.gov/authorities/subjects/sh85032906 Planification stratégique. BUSINESS & ECONOMICS Industrial Management. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Management Science. bisacsh BUSINESS & ECONOMICS Organizational Behavior. bisacsh Business planning fast Strategic planning fast Ungerer, Gerard. Herholdt, Johan. Print version: Ungerer, Marius. Crystalising the Strategic Business Landscape : Strategy analysis practices and tools for business leaders and strategy practitioners. Randburg : KR Publishing, ©2016 9781869225872 FWS01 ZDB-4-EBU FWS_PDA_EBU https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=1427027 Volltext |
| spellingShingle | Ungerer, Marius Crystalising the Strategic Business Landscape : Strategy analysis practices and tools for business leaders and strategy practitioners. Cover; Title Page; Endorsements; Title Page 2; Copyright; Acknowledgements; TABLE OF CONTENTS; ABOUT THE AUTHORS; INTRODUCTION; What this book can do for you; The purpose of the book; Who can benefit from this book?; We welcome feedback; Important note by the authors; Chapter 1 Strategy and thinking: Introduction to strategic analysis and synthesis; LEARNING OBJECTIVES; THINKING ABOUT STRATEGY; Why strategy?; Conclusion; Research into the effectiveness and usefulness of strategy formation; Conclusion; SCHOOLS OF STRATEGY FORMATION; Prescriptive schools; Descriptive schools; Conclusion. THE STRATEGIC LANDSCAPEThe business environment; The strategic landscape; Landscape as internal strategic structure; Strategy as landscaping; Strategy tools and processes for landscaping; So what is strategy?; THE PROCESS OF STRATEGISING; The future of "the future"; SYSTEMS THINKING; Systems dynamics and systems thinking; Engines of growth (reinforcing loops); Combining R-loops and B-loops; Limits to success; Broker -- friend or foe?; Conclusion; PARADOX AND CONTRADICTION IN STRATEGY; Paradox; Contradiction; Contradictions strategists should be aware of; Summary; GENERAL THINKING DILEMMAS. Dysfunctional associations with the concept "strategy""Intuitive" and "reflective" thinking; The bat and ball problem; Mental models; A note on uncertainty; Summary; SO WHAT IS STRATEGY THEN?; An interdependence view; Summary; What next?; THEME 1: FORESIGHT DEVELOPMENT; Chapter 2 Analysis of the global and macro context of an organisation; LEARNING OBJECTIVES; THEME 1: FORESIGHT DEVELOPMENT; BACKGROUND TO A GLOBAL AND MACRO CONTEXT ANALYSIS; The role of business in society; THE EXTERNAL CONTEXT AS DEPARTURE POINT FOR STRATEGIC ANALYSIS. GLOBAL STANDARDS TO CONSIDER IN A MACRO EXTERNAL CONTEXT ANALYSISThe Millennium Development Goals and the Sustainable Development Goals; Application tool; Practical guideline; The UN Global Compact; Human rights; Labour standards; Environment; Anti-corruption; Application tool; Practical guideline; GLOBAL RISK ANALYSIS; Application tool; Practical guideline; Application tool; Practical guideline; GENERAL MACRO ENVIRONMENTAL ANALYSIS USING A STEEP VIEW; Application tool; Practical guideline; STAKEHOLDER ANALYSIS; Application tool; Practical guideline. CREATING MULTIPLE VALUE: A SUSTAINABLE VALUE ANALYSISApplication tool; Practical guideline; CONCLUSION; Chapter 3 Analysis of the competitive context of an organisation; LEARNING OBJECTIVES; BACKGROUND; INTRODUCTION TO AN INDUSTRY ANALYSIS; Practical guideline on industry analysis; Industry trends: A general analysis; Application tool; Application tool; Industry-dominant economic features analysis; Application tool; Industry profitability, profit pool and market share analysis; Industry competitive forces analysis; Practical guideline on industry competitive forces analysis. Strategic planning. http://id.loc.gov/authorities/subjects/sh85128511 Business planning. http://id.loc.gov/authorities/subjects/sh85032906 Planification stratégique. BUSINESS & ECONOMICS Industrial Management. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Management Science. bisacsh BUSINESS & ECONOMICS Organizational Behavior. bisacsh Business planning fast Strategic planning fast |
| subject_GND | http://id.loc.gov/authorities/subjects/sh85128511 http://id.loc.gov/authorities/subjects/sh85032906 |
| title | Crystalising the Strategic Business Landscape : Strategy analysis practices and tools for business leaders and strategy practitioners. |
| title_auth | Crystalising the Strategic Business Landscape : Strategy analysis practices and tools for business leaders and strategy practitioners. |
| title_exact_search | Crystalising the Strategic Business Landscape : Strategy analysis practices and tools for business leaders and strategy practitioners. |
| title_full | Crystalising the Strategic Business Landscape : Strategy analysis practices and tools for business leaders and strategy practitioners. |
| title_fullStr | Crystalising the Strategic Business Landscape : Strategy analysis practices and tools for business leaders and strategy practitioners. |
| title_full_unstemmed | Crystalising the Strategic Business Landscape : Strategy analysis practices and tools for business leaders and strategy practitioners. |
| title_short | Crystalising the Strategic Business Landscape : |
| title_sort | crystalising the strategic business landscape strategy analysis practices and tools for business leaders and strategy practitioners |
| title_sub | Strategy analysis practices and tools for business leaders and strategy practitioners. |
| topic | Strategic planning. http://id.loc.gov/authorities/subjects/sh85128511 Business planning. http://id.loc.gov/authorities/subjects/sh85032906 Planification stratégique. BUSINESS & ECONOMICS Industrial Management. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Management Science. bisacsh BUSINESS & ECONOMICS Organizational Behavior. bisacsh Business planning fast Strategic planning fast |
| topic_facet | Strategic planning. Business planning. Planification stratégique. BUSINESS & ECONOMICS Industrial Management. BUSINESS & ECONOMICS Management. BUSINESS & ECONOMICS Management Science. BUSINESS & ECONOMICS Organizational Behavior. Business planning Strategic planning |
| url | https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=1427027 |
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