Navigating Strategic Possibilities :: Strategy Formulation and Execution Practices to Flourish.
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Weitere Verfasser: | , |
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Randburg :
KR Publishing,
2016.
|
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Beschreibung: | Case study: 2050 scenarios for Long-Haul Tourism in the evolving global climate change regime31. |
| Beschreibung: | 1 online resource (517 pages) |
| Bibliographie: | Includes bibliographical references and index. |
| ISBN: | 9781869226244 1869226240 |
Internformat
MARC
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| 100 | 1 | |a Ungerer, Marius. | |
| 245 | 1 | 0 | |a Navigating Strategic Possibilities : |b Strategy Formulation and Execution Practices to Flourish. |
| 260 | |a Randburg : |b KR Publishing, |c 2016. | ||
| 300 | |a 1 online resource (517 pages) | ||
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| 505 | 0 | |a Cover; Endorsements; Title Page; Copyright Page; Acknowledgements; Table of Contents; About the authors; Introduction; Purpose of the book; View on business strategy; Core focus; Who can benefit from this book?; We welcome feedback; Important note by the authors; Chapter 1: Strategic leadership; LEARNING OBJECTIVES; INTRODUCTION; THE CONTEXT; Case study of Vedanta; STRATEGIC THINKING DEPARTURE POINTS; Possibility thinking; Collaborative thinking; Abundance thinking; New economy values thinking; Paradox thinking; STRATEGY-MAKING; Case study of strategy-making in Southern Africa. | |
| 505 | 8 | |a STRATEGIC LEADERSHIPCase study from a Zen master; STRATEGIC ARCHITECTURE; BUSINESS ETHICS THROUGH VIRTUOUS LEADERSHIP PRACTICES; Virtuous leadership; Business ethics and strategic management; Case study of Howard Schultz, CEO of Starbucks; CONCLUSIONS; Chapter 2 Strategy formulation: Generic strategic options and choices; LEARNING OBJECTIVES; INTRODUCTION; STRATEGIC CHOICES RELATED TO ORGANISATION IDENTITY AND ASPIRATIONS; Vision description and analysis; Mission or purpose description and analysis; Organisational values description and analysis; Case study of SABMiller. | |
| 505 | 8 | |a Case study of Woolworths24Conclusions on identity and aspirational descriptions; HIGH-LEVEL GENERIC STRATEGIC CHOICES; Porter's generic competitive strategic options; Case study of Zara's generic strategic choice45; Case study of Shoprite Group; Treacy and Wiersema's three value disciplines; Digital and physical orientation options; Industry-based strategic style choices; Strategic posture options; Foreign market entry options; GRAND STRATEGY CHOICES; Competence-based growth strategies; External-orientated growth strategies; Strategic space growth strategies; Rationalisation strategies. | |
| 505 | 8 | |a CONCLUSIONSChapter 3 Strategy formulation: Business model formulation; LEARNING OBJECTIVES; INTRODUCTION; THE BUSINESS MODEL CANVAS; Customer segments; Value proposition; Channels; Customer relationships; Revenue streams; Key resources; Key activities; Key partnerships; Cost structure; THE LEAN CANVAS; EXPANDED BUSINESS MODEL CANVAS; Customer retention; Key metrics; Competitive advantage; PROCESS OF BUSINESS MODELLING; NORMATIVE ASSESSMENT OF COMPETITIVE STRATEGIES; Case study of Uber (South Africa)415; CONCLUSION; Chapter 4 Multiple futures; LEARNING OBJECTIVES; THE SCENARIO APPROACH. | |
| 505 | 8 | |a Methodological underpinningsCase study: Recent scenarios for South Africa; Case study: A time traveller's guide to our next 10 years; SCENARIOS AS LEARNING TOOLS TO VISIT THE FUTURE IN ADVANCE; What is scenario learning?; The fuel for scenario development and learning is imagination; Application tool: Purpose and goals associated with scenarios as a learning and discovery tool; Disadvantages of the scenario approach; GUIDELINES ON HOW TO MOBILISE TEAMS FOR A SCENARIO DEVELOPMENT DIALOGUE; THE PROCESS OF SCENARIO DEVELOPMENT: STEPS AND CONTENT. | |
| 500 | |a Case study: 2050 scenarios for Long-Haul Tourism in the evolving global climate change regime31. | ||
| 504 | |a Includes bibliographical references and index. | ||
| 650 | 0 | |a Strategic planning. |0 http://id.loc.gov/authorities/subjects/sh85128511 | |
| 650 | 0 | |a Business planning. |0 http://id.loc.gov/authorities/subjects/sh85032906 | |
| 650 | 6 | |a Planification stratégique. | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Industrial Management. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Management. |2 bisacsh | |
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| 650 | 7 | |a Business planning |2 fast | |
| 650 | 7 | |a Strategic planning |2 fast | |
| 700 | 1 | |a Ungerer, Gerard. | |
| 700 | 1 | |a Herholdt, Johan. | |
| 758 | |i has work: |a Navigating strategic possibilities (Text) |1 https://id.oclc.org/worldcat/entity/E39PCFXbxTbPFQgvmY7fxgdDWP |4 https://id.oclc.org/worldcat/ontology/hasWork | ||
| 776 | 0 | 8 | |i Print version: |a Ungerer, Marius. |t Navigating Strategic Possibilities : Strategy Formulation and Execution Practices to Flourish. |d Randburg : KR Publishing, ©2016 |z 9781869226237 |
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| _version_ | 1816796925151674369 |
| adam_text | |
| any_adam_object | |
| author | Ungerer, Marius |
| author2 | Ungerer, Gerard Herholdt, Johan |
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| author2_variant | g u gu j h jh |
| author_facet | Ungerer, Marius Ungerer, Gerard Herholdt, Johan |
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| callnumber-first | H - Social Science |
| callnumber-label | HD30 |
| callnumber-raw | HD30.28 .U544 2016eb |
| callnumber-search | HD30.28 .U544 2016eb |
| callnumber-sort | HD 230.28 U544 42016EB |
| callnumber-subject | HD - Industries, Land Use, Labor |
| collection | ZDB-4-EBU |
| contents | Cover; Endorsements; Title Page; Copyright Page; Acknowledgements; Table of Contents; About the authors; Introduction; Purpose of the book; View on business strategy; Core focus; Who can benefit from this book?; We welcome feedback; Important note by the authors; Chapter 1: Strategic leadership; LEARNING OBJECTIVES; INTRODUCTION; THE CONTEXT; Case study of Vedanta; STRATEGIC THINKING DEPARTURE POINTS; Possibility thinking; Collaborative thinking; Abundance thinking; New economy values thinking; Paradox thinking; STRATEGY-MAKING; Case study of strategy-making in Southern Africa. STRATEGIC LEADERSHIPCase study from a Zen master; STRATEGIC ARCHITECTURE; BUSINESS ETHICS THROUGH VIRTUOUS LEADERSHIP PRACTICES; Virtuous leadership; Business ethics and strategic management; Case study of Howard Schultz, CEO of Starbucks; CONCLUSIONS; Chapter 2 Strategy formulation: Generic strategic options and choices; LEARNING OBJECTIVES; INTRODUCTION; STRATEGIC CHOICES RELATED TO ORGANISATION IDENTITY AND ASPIRATIONS; Vision description and analysis; Mission or purpose description and analysis; Organisational values description and analysis; Case study of SABMiller. Case study of Woolworths24Conclusions on identity and aspirational descriptions; HIGH-LEVEL GENERIC STRATEGIC CHOICES; Porter's generic competitive strategic options; Case study of Zara's generic strategic choice45; Case study of Shoprite Group; Treacy and Wiersema's three value disciplines; Digital and physical orientation options; Industry-based strategic style choices; Strategic posture options; Foreign market entry options; GRAND STRATEGY CHOICES; Competence-based growth strategies; External-orientated growth strategies; Strategic space growth strategies; Rationalisation strategies. CONCLUSIONSChapter 3 Strategy formulation: Business model formulation; LEARNING OBJECTIVES; INTRODUCTION; THE BUSINESS MODEL CANVAS; Customer segments; Value proposition; Channels; Customer relationships; Revenue streams; Key resources; Key activities; Key partnerships; Cost structure; THE LEAN CANVAS; EXPANDED BUSINESS MODEL CANVAS; Customer retention; Key metrics; Competitive advantage; PROCESS OF BUSINESS MODELLING; NORMATIVE ASSESSMENT OF COMPETITIVE STRATEGIES; Case study of Uber (South Africa)415; CONCLUSION; Chapter 4 Multiple futures; LEARNING OBJECTIVES; THE SCENARIO APPROACH. Methodological underpinningsCase study: Recent scenarios for South Africa; Case study: A time traveller's guide to our next 10 years; SCENARIOS AS LEARNING TOOLS TO VISIT THE FUTURE IN ADVANCE; What is scenario learning?; The fuel for scenario development and learning is imagination; Application tool: Purpose and goals associated with scenarios as a learning and discovery tool; Disadvantages of the scenario approach; GUIDELINES ON HOW TO MOBILISE TEAMS FOR A SCENARIO DEVELOPMENT DIALOGUE; THE PROCESS OF SCENARIO DEVELOPMENT: STEPS AND CONTENT. |
| ctrlnum | (OCoLC)963785043 |
| dewey-full | 658.4012 |
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| dewey-ones | 658 - General management |
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| dewey-search | 658.4012 |
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| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| format | Electronic eBook |
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| illustrated | Not Illustrated |
| indexdate | 2024-11-26T14:49:25Z |
| institution | BVB |
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| publisher | KR Publishing, |
| record_format | marc |
| spelling | Ungerer, Marius. Navigating Strategic Possibilities : Strategy Formulation and Execution Practices to Flourish. Randburg : KR Publishing, 2016. 1 online resource (517 pages) text txt rdacontent computer c rdamedia online resource cr rdacarrier data file rda Print version record. Cover; Endorsements; Title Page; Copyright Page; Acknowledgements; Table of Contents; About the authors; Introduction; Purpose of the book; View on business strategy; Core focus; Who can benefit from this book?; We welcome feedback; Important note by the authors; Chapter 1: Strategic leadership; LEARNING OBJECTIVES; INTRODUCTION; THE CONTEXT; Case study of Vedanta; STRATEGIC THINKING DEPARTURE POINTS; Possibility thinking; Collaborative thinking; Abundance thinking; New economy values thinking; Paradox thinking; STRATEGY-MAKING; Case study of strategy-making in Southern Africa. STRATEGIC LEADERSHIPCase study from a Zen master; STRATEGIC ARCHITECTURE; BUSINESS ETHICS THROUGH VIRTUOUS LEADERSHIP PRACTICES; Virtuous leadership; Business ethics and strategic management; Case study of Howard Schultz, CEO of Starbucks; CONCLUSIONS; Chapter 2 Strategy formulation: Generic strategic options and choices; LEARNING OBJECTIVES; INTRODUCTION; STRATEGIC CHOICES RELATED TO ORGANISATION IDENTITY AND ASPIRATIONS; Vision description and analysis; Mission or purpose description and analysis; Organisational values description and analysis; Case study of SABMiller. Case study of Woolworths24Conclusions on identity and aspirational descriptions; HIGH-LEVEL GENERIC STRATEGIC CHOICES; Porter's generic competitive strategic options; Case study of Zara's generic strategic choice45; Case study of Shoprite Group; Treacy and Wiersema's three value disciplines; Digital and physical orientation options; Industry-based strategic style choices; Strategic posture options; Foreign market entry options; GRAND STRATEGY CHOICES; Competence-based growth strategies; External-orientated growth strategies; Strategic space growth strategies; Rationalisation strategies. CONCLUSIONSChapter 3 Strategy formulation: Business model formulation; LEARNING OBJECTIVES; INTRODUCTION; THE BUSINESS MODEL CANVAS; Customer segments; Value proposition; Channels; Customer relationships; Revenue streams; Key resources; Key activities; Key partnerships; Cost structure; THE LEAN CANVAS; EXPANDED BUSINESS MODEL CANVAS; Customer retention; Key metrics; Competitive advantage; PROCESS OF BUSINESS MODELLING; NORMATIVE ASSESSMENT OF COMPETITIVE STRATEGIES; Case study of Uber (South Africa)415; CONCLUSION; Chapter 4 Multiple futures; LEARNING OBJECTIVES; THE SCENARIO APPROACH. Methodological underpinningsCase study: Recent scenarios for South Africa; Case study: A time traveller's guide to our next 10 years; SCENARIOS AS LEARNING TOOLS TO VISIT THE FUTURE IN ADVANCE; What is scenario learning?; The fuel for scenario development and learning is imagination; Application tool: Purpose and goals associated with scenarios as a learning and discovery tool; Disadvantages of the scenario approach; GUIDELINES ON HOW TO MOBILISE TEAMS FOR A SCENARIO DEVELOPMENT DIALOGUE; THE PROCESS OF SCENARIO DEVELOPMENT: STEPS AND CONTENT. Case study: 2050 scenarios for Long-Haul Tourism in the evolving global climate change regime31. Includes bibliographical references and index. 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. has work: Navigating strategic possibilities (Text) https://id.oclc.org/worldcat/entity/E39PCFXbxTbPFQgvmY7fxgdDWP https://id.oclc.org/worldcat/ontology/hasWork Print version: Ungerer, Marius. Navigating Strategic Possibilities : Strategy Formulation and Execution Practices to Flourish. Randburg : KR Publishing, ©2016 9781869226237 FWS01 ZDB-4-EBU FWS_PDA_EBU https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=1427028 Volltext |
| spellingShingle | Ungerer, Marius Navigating Strategic Possibilities : Strategy Formulation and Execution Practices to Flourish. Cover; Endorsements; Title Page; Copyright Page; Acknowledgements; Table of Contents; About the authors; Introduction; Purpose of the book; View on business strategy; Core focus; Who can benefit from this book?; We welcome feedback; Important note by the authors; Chapter 1: Strategic leadership; LEARNING OBJECTIVES; INTRODUCTION; THE CONTEXT; Case study of Vedanta; STRATEGIC THINKING DEPARTURE POINTS; Possibility thinking; Collaborative thinking; Abundance thinking; New economy values thinking; Paradox thinking; STRATEGY-MAKING; Case study of strategy-making in Southern Africa. STRATEGIC LEADERSHIPCase study from a Zen master; STRATEGIC ARCHITECTURE; BUSINESS ETHICS THROUGH VIRTUOUS LEADERSHIP PRACTICES; Virtuous leadership; Business ethics and strategic management; Case study of Howard Schultz, CEO of Starbucks; CONCLUSIONS; Chapter 2 Strategy formulation: Generic strategic options and choices; LEARNING OBJECTIVES; INTRODUCTION; STRATEGIC CHOICES RELATED TO ORGANISATION IDENTITY AND ASPIRATIONS; Vision description and analysis; Mission or purpose description and analysis; Organisational values description and analysis; Case study of SABMiller. Case study of Woolworths24Conclusions on identity and aspirational descriptions; HIGH-LEVEL GENERIC STRATEGIC CHOICES; Porter's generic competitive strategic options; Case study of Zara's generic strategic choice45; Case study of Shoprite Group; Treacy and Wiersema's three value disciplines; Digital and physical orientation options; Industry-based strategic style choices; Strategic posture options; Foreign market entry options; GRAND STRATEGY CHOICES; Competence-based growth strategies; External-orientated growth strategies; Strategic space growth strategies; Rationalisation strategies. CONCLUSIONSChapter 3 Strategy formulation: Business model formulation; LEARNING OBJECTIVES; INTRODUCTION; THE BUSINESS MODEL CANVAS; Customer segments; Value proposition; Channels; Customer relationships; Revenue streams; Key resources; Key activities; Key partnerships; Cost structure; THE LEAN CANVAS; EXPANDED BUSINESS MODEL CANVAS; Customer retention; Key metrics; Competitive advantage; PROCESS OF BUSINESS MODELLING; NORMATIVE ASSESSMENT OF COMPETITIVE STRATEGIES; Case study of Uber (South Africa)415; CONCLUSION; Chapter 4 Multiple futures; LEARNING OBJECTIVES; THE SCENARIO APPROACH. Methodological underpinningsCase study: Recent scenarios for South Africa; Case study: A time traveller's guide to our next 10 years; SCENARIOS AS LEARNING TOOLS TO VISIT THE FUTURE IN ADVANCE; What is scenario learning?; The fuel for scenario development and learning is imagination; Application tool: Purpose and goals associated with scenarios as a learning and discovery tool; Disadvantages of the scenario approach; GUIDELINES ON HOW TO MOBILISE TEAMS FOR A SCENARIO DEVELOPMENT DIALOGUE; THE PROCESS OF SCENARIO DEVELOPMENT: STEPS AND CONTENT. 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 | Navigating Strategic Possibilities : Strategy Formulation and Execution Practices to Flourish. |
| title_auth | Navigating Strategic Possibilities : Strategy Formulation and Execution Practices to Flourish. |
| title_exact_search | Navigating Strategic Possibilities : Strategy Formulation and Execution Practices to Flourish. |
| title_full | Navigating Strategic Possibilities : Strategy Formulation and Execution Practices to Flourish. |
| title_fullStr | Navigating Strategic Possibilities : Strategy Formulation and Execution Practices to Flourish. |
| title_full_unstemmed | Navigating Strategic Possibilities : Strategy Formulation and Execution Practices to Flourish. |
| title_short | Navigating Strategic Possibilities : |
| title_sort | navigating strategic possibilities strategy formulation and execution practices to flourish |
| title_sub | Strategy Formulation and Execution Practices to Flourish. |
| 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=1427028 |
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