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• The concept of strategy
• Goals, values, and performance
• Industry analysis : the fundamentals
• Further topics in industry and competitive analysis
• Analyzing resources and capabilities
• Organization structure and management systems : the fundamentals of strategy implementation
• The sources and dimensions of competitive advantage
• Industry evolution and strategic change
• Technology-based industries and the management of innovation
• Vertical integration and the scope of the firm
• Global strategy and the multinational corporation
• Diversification strategy
• Implementing corporate strategy : managing the multibusiness firm
• External growth strategies : mergers, acquisitions, and alliances
• Current trends in strategic management.

Now in its tenth edition, Contemporary Strategy Analysis continues its tradition of accessibility, practicality, and real-world relevance to graduate and undergraduate students around the world. Focusing on strategic analysis, value creation, and implementation, this book provides a rigorous grounding in essential principles while offering up-to-date perspectives based on practices used at leading companies across industries and borders. Comprehensive coverage merges theory and application through new and updated cases, and the discussion surrounding business policy, business strategy, and the business environment links concept to context for a holistic understanding of the mechanisms at work. To keep pace with the fields constant evolution, this new edition has been revised to reflect the current business landscape with expanded coverage of critical topics including disruption, innovation, technology, and other factors impacting strategic planning and implementation. Global perspectives throughout highlight the dynamic nature of strategic management in the face of borderless business, equipping students with the well-rounded knowledge base the future of business demands.

• About the Author Acknowledgements First Words Introduction
• What Is Strategy?
• Part One - Your Strategic Self
• Shaping the Future Thinking Before You Plan
• Becoming a Strategic Thinker
• Selling Your Strategy
• Part Two - Thinking like a Strategist
• Reacting Is As Important As Planning
• Taking Risks (Jump Your Uncertainty Gaps)
• Looking Over Your Shoulder
• Knowing Where Grass (Really) Is Greener
• Part Three - Creating Your Strategy
• Seeing the Big Picture?
• Finding Position, Intention & Direction
• Looking For Advantages
• Making Strategic Decisions & Choices
• Adapting To Your Competitive Environment
• Part Four - Winning with Strategy
• Winning Strategy Games
• Creating New Markets
• Getting Ahead of Your Strategic Group Growing Your Business (Again and Again)
• Going Global Without Going Broke
• Knowing What You Can Do Best
• Part Five - Making Your Strategy Work
• Managing Your Strategy Process
• Meetings for Strategic Minds
• Managing Change, Making Strategy Work
• Understanding What Can Go Wrong
• Saving Your Company from Failure
• Part Six - The Strategy Book Tool Kit
• The Basic (Powerful) Strategy Questions
• SWOT Analysis
• Porter's 5 Forces of Competition
• Porter's Generic Strategies
• Burgelman's Strategy Dynamics Model Porter's Value Chain & Value System Core Competencies & Resource Based View
• Nonaka & Takeuchi's Knowledge Spiral Peters, Athos & Waterman's 7-S 7-S Framework Scenario Planning
• Ansoff's Growth Grid
• BCG's Product Portfolio Matrix
• Kim & Mauborgne's Four Actions
• Greiners Growth (& Crisis) Mode De Wit and Meyer's Strategy Tensions
• Cummings & Wilson: Orientation & Animation
• Lewin's Force Field Analysis
• Kotter's Eight Phases of Change
• Kaplan & Norton's Balanced Scorecard Hrebiniak's Model of Strategy Execution
• Hammer & Champy's Business Process Redesign
• Michaud & Thoenig's Strategic Orientation
• Burgelman & Grove's Strategy Bet Model
• Argyris's Double & Single Loop Learning
• Mintzberg's Deliberate & Emergent
• Johnson's White Space Model
• Prahalad & Hart's Bottom of the Pyramid
• Stacey's Strategy from Complexity Hart's Sustainability Value Framework House of Strategy Innovation + Strategy = Adaptability
• Final Words Further Reading
• Index.
• (source: Nielsen Book Data)

Thinking strategically is what separates managers and leaders. Learn the fundamentals about how to create winning strategy and lead your team to deliver it. From understanding what strategy can do for you, through to creating a strategy and engaging others with strategy, this book offers practical guidance and expert tips. It is peppered with punchy, memorable examples from real leaders winning (and losing) with real world strategies. It can be read as a whole or you can dip into the easy-to-read, bite-size sections as and when you need to deal with a particular issue. The structure has been specially designed to make sections quick and easy to use - you'll find yourself referring back to them again and again.
(source: Nielsen Book Data)

• Kurzeinführungin das Controlling
• Von der strategischen zur operativen Planung und Kontrolle; Inhaltsverzeichnis; A Einführung; 1.1 Entstehung und Geschichte; 1.2 Definitionen, Abgrenzung und Leitbild; 1.3 Aufgaben, Interessengruppen und Ziele; 1.4 Systematische Sicht; 1.5 Kybernetische Sicht; B Strategisches Controlling; 2.1 Aufgaben der Unternehmensführung; 2.2 Boardsystem versus Trennungsprinzip; 2.3 Übersicht der Unternehmensplanungen; 2.4 Planung und Improvisation; 2.5 Planungsphasen; 2.6 Analysen und Prognosen; 2.7 Strategische und operative Planungsebenen.

• 2.8 Hierarchische Koordination und Planungseinrichtungen2.9 Sukzessive Planung und rollierende Planung; 3.0 Unternehmenskultur und Unternehmensphilosophie; 3.1 Magisches Dreieck der strategischen Planung; 3.2 Einordnung der Geschäftsfeldplanung in das Planungssystem; 3.3 Target Costing als Teil der Neuproduktprogrammplanung; 3.4 Strategische Controllinginstrumente; 3.5 Boston Consulting Group Matrix und Experience Curve; 3.6 PIMS-Studie; 3.7 Benchmarking; 3.8 Gegenüberstellung des strategischen und operativen Controlling; 3.9 Gegenüberstellung der strategischen und operativen Planung.

• C Operatives Controlling4.1 Einordnung des operativen Controlling; 4.2 Aufgaben des operativen Controlling; 4.3 Operative Planung; 4.4 Budgeting; 4.5 Prozess der Geschäftsfeldplanung (Instrumente); 4.6 Ergebnis-, Finanz- und Liquiditätsplanung; 4.7 Liquiditäts- bzw. Reserverechnung; 4.8 Kontrolle im Planungssystem; 4.9 Kontrollsystem; 5.0 Kontrollkreislauf; 5.1 Taktische Planung; 5.2 Übergang von der strategischen zur operativen Planung; 5.3 Möglichkeiten und Grenzen für externe Controlling-Dienstleister; 5.4 Controllership in internationalen Unternehmen.

• 5.5 Organisation von Controlling-Stellen in internationalenUnternehmen5.6 Beurteilung der drei Grundmodelle; D Literaturverzeichnis.

• Introduction 1 Part I: Kicking Off Your Strategic Planning Process 7
• Chapter 1: What Is Strategic Planning Really? 9
• Chapter 2: Why Strategic Planning Works 23
• Chapter 3: Getting Set Up for Successful Planning 35 Part II: Determining Your Core DNA and Envisioned Future 53
• Chapter 4: Identifying Your Strategic Issues 55
• Chapter 5: Focusing on What You Do Best 75
• Chapter 6: Developing Your Mission, Values, and Vision 91 Part III: Sizing Up Your Current Situation 111
• Chapter 7: Assessing Your Business and Its Capabilities 113
• Chapter 8: Seeing Your Business through Your Customers' Eyes 131
• Chapter 9: Researching the Market to Find New Customers 147
• Chapter 10: Identifying Your Opportunities and Threats 169 Part IV: Mapping Your Organization's Path to the Future 191
• Chapter 11: Strategizing for Growth and Sustainability 193
• Chapter 12: Establishing Your Strategic Objectives, Goals, and Actions 211
• Chapter 13: Putting Your Plan into Action 237 Part V: Living and Breathing Your Plan 261
• Chapter 14: Execute, Execute, Execute: Putting Your Plan to Work 263
• Chapter 15: Scenario Planning: Answering the What Ifs 283
• Chapter 16: Value-Creating Strategies for Entrepreneurial Organizations 295
• Chapter 17: Sustainability for the Social Sectors 305 Part VI: The Part of Tens 319
• Chapter 18: Ten Tips to Keep Your Strategic Plan from Hitting the Shelf 321
• Chapter 19: Ten Ways to Ruin Your Strategy Meetings and How to Avoid Them 325
• Chapter 20: Ten Ways to Maintain Momentum in Your Planning Process (And Life) 331 Appendix: About the CD 335 Index 343.
• (source: Nielsen Book Data)

Think and act strategically every time In today's business environment, strategic planning stresses the importance of making decisions that will ensure an organization's ability to successfully respond to changes in the environment and plan for sustainable viability. Providing practical, field-tested techniques and a complete 6-phase plan, Strategic Planning Kit For Dummies shows you how to make strategy a habit for all organizations, no matter the size, type, or resource constraints. Strategic Planning Kit For Dummies is for companies of all types and sizes looking to build and sustain a competitive edge, set up an ongoing process for market assessment and trend analysis, and develop a vision for future growth. This revised edition includes: new and updated content on planning for both the short and the long-term; crucial information on succession planning; help preparing for the unexpected using scenario planning and agile strategy; strategies for implementing change and integrating strategic plans successfully by involving all staff members; and more. * The supplementary CD lays out a comprehensive, 6-phase, step-by-step program, complete with downloadable spreadsheets, charts, checklists, video links, and more * Provides value for any business or entrepreneur looking to improve efficiency, focus, and competitive edge * Includes practical, field-tested techniques Strategic Planning Kit For Dummies gives today's business owners and upper-level management the tools and information they need to think and act strategically in order to more effectively weather current economic storms while planning for future growth.
(source: Nielsen Book Data)

• Foreword Authors' acknowledgements Publishers' acknowledgements
• Part 1. Introduction Part 2. Business Strategy 1
• Overview 2
• What businesses are you in? 3
• Where do you make the money? 4
• How good are your competitive positions? 5
• What skills and capabilities underpin your success? 6
• Is this a good business to be in? 7
• What do the customers think? 8
• What about the competitors? 9
• Should you do something else? 10
• Who are we? What will we do? 11
• How to raise profits quickly 12
• Conclusion
• Part 3. Hints on managing the strategy process 13
• Selling the need for a new strategy
• Appendix 1: Strategy and its history Appendix 2: Glossary of strategy terms Index.
• (source: Nielsen Book Data)

Are you responsible for devising the strategy for your business unit? Want to make sure you have a smart, achievable and effective strategy but not sure where to start? This book gives you strategy in a nutshell. Everything you need to know to assess your business unit and build an effective strategy for future profitability is here. The core of the book is a step-by-step guide to strategy that coaches the reader through key questions such as: * How do you increase profits quickly? * Who are we and what do we do? * How good is your competitive position? * Is this a good industry to be in? * What do your customers think? * How do you organize and realize your new strategy? There is no wallowing around in abstract theory: this is a highly practical guide to developing real strategy. Two business cases, with all the complicated nitty gritty of the real world, are threaded through the text to bring the concepts and techniques discussed to life. The first follows the voyage of strategy development and discovery taken by a large American tea company; the second describes a globally operating manufacturing business which carries out a so-called 'bottom-up' business analysis. To further enhance the book's application potential, it can be used in conjunction with a specially-developed and customisable software that allows you to generate information and graphs from your own business data - samples of this are available free to readers on the book's companion website.
(source: Nielsen Book Data)

• Table of Contents
• I.
• PREFACE II.
• INTRODUCTION III.
• WHY BUSINESSES WIN OR LOSE IV.
• ATTACK MOVES - Introduction - Guerrilla - By-pass - Flanking attack - Frontal attack - Undifferentiated circle - Differentiated circle - Summary
• V.
• DEFENSE MOVES - Introduction - Signalling - Creating entry barriers (fixed and mobile) - Global service - Pre-emptive strike - Block the entry - Counterattack - Hold the ground - Withdrawal - Conclusion
• VI.
• IMPLEMENTATION - WHEN VII.
• ORGANISATIONAL ALLIANCES VIII.
• MULTI-MOVES - THE JAPANESE CAR INDUSTRY IX.
• CONCLUSION.
• (source: Nielsen Book Data)

"This book will be a winner as Vasconcellos offers the most comprehensive treatment and assessment of attack and defense business strategies. It is guaranteed to stimulate your strategic and tactical imagination." Philip Kotler, S.C. Johnson Distinguished Professor of International Marketing, Kellogg School of Management, Northwestern University "This book is great. There's no better analogy for marketing than warfare...a superb job in outlining the many strategic choices involved in fighting an effective marketing war." - Al Ries (author of Positioning and Marketing Warfare) " A riveting and original contribution to business strategy." Director In business as in war, you can be small but win. You can be large and lose. Nothing is written except the rules of success and failure. Following these rules is the key to many a victory. Knowing how to interpret the business landscape and move strategically. Whether to attack or defend. When to enter the field and when to withdraw. How to isolate, outflank or encircle your opponents. Explaining these rules and how to use them is the purpose of one book, Strategy Moves. Strategy Moves equips you with the complete set of strategic options at you disposal. Fourteen essential moves; eight defense and six attack, to help you start beating your opponents and making real progress towards victory in the market. Guerrilla attack, Isolation attack, Flanking attack, Frontal attack, Undifferentiated circle, Differentiated circle, Signaling defense, Creating barriers to entry (fixed and mobile), Global service, Pre-emptive strike, Counter attack, Blocking entry, Holding the ground, and Withdrawing. From successful defense at the battle of Rorke's Drift to the successful Japanese assault in global car markets, the lessons of conflict and competition are drawn together to help you to pick the right strategic battles, make the right strategic moves and coordinate them decisively in the market. Building on the work of classic texts such as Marketing Warfare, Jorge Vasconcellos e Sa introduces you to the dynamics of each move - when, where and how to deploy it and the art of putting them together in winning combinations. With Strategy Moves, you will never be short of a winning business strategy.
(source: Nielsen Book Data)

Key Features: • An innovative six 'I' theoretical framework for strategy has been introduced • A leader or an aspiring leader can get an insight into what is strategy through a quick reading of the material on the side columns • The book focuses on imagination with intention as a conditional precedent for durability of success • Strategy Live: Real examples of crafting and implementing strategy Strategy Stars: The academicians and practitioners who have illuminated strategy • Strategy Show: Introducing ideas-at-work in very chapter, with featuring real business organizations • Strategy Practice: A brief business case at the end of every chapter illustrating a concept • Projects, exercises, questions, models, learning capsules and full-length cases to add to the learning experience. • Inspiring quotes across chapters to trigger the imaginative process Introduction of New Topics: Strategy for Special Situations and Institutions, Strategy for Family Business, Organizational Effectiveness Evaluation, Embedding Environmental and Social Consideration in Strategy have also been added.

• Introduction: Strategies for Turning Adversity Into Opportunity 1 Strategy Number One: Broaden the Context 5 Strategy Number Two: Defy the Verdict 9 Strategy Number Three: Fully Commit to What s Important 15 Strategy Number Four: Take Charge of Change 21 Strategy Number Five: Engage Others 29 Strategy Number Six: Show You Care 33 Conclusion: No Shortage of Opportunities to Make a Difference 41 Notes 45 About the Authors 49.
• (source: Nielsen Book Data)

Leaders are no strangers to challenges; in recent years, businesses have experienced unprecedented layoffs, dismal sales, dwindling retirement accounts, and the bankruptcy of once-heralded institutions. While these uncertain times are difficult, they also provide the opportunity for great leadership. Over three decades of research, Jim Kouzes and Barry Posner, the bestselling authors of The Leadership Challenge, have asked thousands of leaders to describe their personal leadership best. Across the board, people say their greatest moments arise out of the most difficult periods of their careers. Turning Adversity Into Opportunity reveals how leaders at any level can transform difficult circumstances into opportunities for growth and success. Kouzes and Posner offer a clear set of six actionable strategies, showing how extraordinary leaders navigate through uncertainty, hardship, disruption, transformation, transition, recovery, new beginnings, and other significant challenges. Exemplary leadership disrupts the status quo, and Kouzes and Posner show how to awaken and pursue new possibilities and opportunities, no matter what the circumstances. Wherever you find yourself in your organization or community, Turning Adversity Into Opportunity will help you embrace the chance within any challenge to make a real difference.
(source: Nielsen Book Data)

The Leader of the Future 2 follows in the footsteps of the international bestseller The Leader of the Future, which has sold hundreds of thousands of copies, been translated into twenty-eight languages, and is one of the most widely distributed collections on leadership to date. In twenty-seven inspiring and insightful essays, this audiobook celebrates the wisdom of some of the most recognized thought leaders of our day who share their unique visions of leadership for the future. Our post-9/11 world presents new and unexpected challenges for present and future leaders, and the articles in this book reaffirm, reconsider, and expand on the basic principles and values of leadership as they apply to emerging and unforeseen challenges, opportunities, and trends. This diverse group of authors speaks to all of us-inspiring, guiding, and sustaining leaders of today and tomorrow, delivering a battle cry that will mobilize the leaders of the future in our increasingly turbulent and uncertain world.

• 1. Optimal Distinctiveness Theory in Organization Studies
• 2. The Historical Grounding of Optimal Distinctiveness Research
• 3. An Orienting Framework for Macro Research on Optimal Distinctiveness
• 4. Expanding the Scope: How the Optimal Distinctiveness Framework Can Bring New Insights into Multiple Research Streams
• 5. Zooming In: How the Optimal Distinctiveness Framework Informs Studies of Organizations' Competitive Positioning
• 6. Zooming Out: How the Optimal Distinctiveness Framework Informs Studies of Market Category Dynamics
• 7 Conclusion.
• (source: Nielsen Book Data)

Optimal distinctiveness - being both 'similar to' and 'different from' peers - is an important imperative of organizational life and represents a common research question of organizational scholars across various disciplinary domains such as strategy, organization theory, entrepreneurship, and international business. This Element reviews the historical grounding and recent development of optimal distinctiveness scholarship, based on which an orienting framework is proposed to stress the highly contextualized and dynamic nature of optimal distinctiveness. The orienting framework provides several powerful and unique angles for understanding organizations' competitive positioning in various types of markets, for applying optimal distinctiveness research to different levels of analysis, and for nurturing a more cross-disciplinary and mutually generative conversation on optimal distinctiveness theory.
(source: Nielsen Book Data)

• Foreword Dharmesh Shah xi Acknowledgments xv Introduction xvii SECTION I THE BACKSTORY
• Chapter 1 Mind the Gaps 3 The Marketing Talent Gap 3 The Marketing Technology Gap 6 The Marketing Strategy Gap 9 The Marketing Performance Gap 14
• Chapter 2 Commit to Digital Transformation 17 Adoption and Adaptation 17 Obstacles to Evolution 18 The Exposed Brand 23 SECTION II MARKETING TALENT
• Chapter 3 Build a Modern Marketing Team 31 A Talent War Has Begun 31 Rise of the Hybrids 44 The Science of Recruiting 46
• Chapter 4 Construct an Internal Marketing Academy 53 Keeping Pace or Falling Behind? 53 The Role of Online Education 56 An Internal Academy Model 59
• Chapter 5 Propel Growth through Agency Partners 69 The Marketing Agency Ecosystem 69 Finding Your Match 70 Managing the Outsourced Team 76 SECTION III MARKETING TECHNOLOGY
• Chapter 6 Create a Connected Customer Experience 87 It Is Their Journey, Not Yours 87 The Impact of Automation 88 Algorithms and Artificial Intelligence 92 Origins of the Intelligence Engine 96 Let s Get Contextual 98
• Chapter 7 Manage the Marketing Technology Matrix 107 Into the Cloud 107 Brinker s Marketing Technology Landscape 109 Map Your Marketing Technology Strategy 112 Core Technologies Snapshot 116 SECTION IV MARKETING STRATEGY
• Chapter 8 Perform a Marketing Assessment 127 Potential for Success 127 The Marketing Score Model 130 Business and Marketing Cores 135 The Strategy Gateway 142
• Chapter 9 Develop a Marketing Scorecard 147 Metrics That Matter 147 Getting Started with Google Analytics 158 Automate and Visualize Intelligence 164
• Chapter 10 Strategize a Marketing Game Plan 167 e3 Model Snapshot 167 Evaluate 168 Establish 170 Execute 191 Conclusion 195 Resources 207 Notes 209 About the Author 219 Index 221.
• (source: Nielsen Book Data)

Discover what's possible when the art and science of marketing collide The Marketing Performance Blueprint is an actionable and innovative guide to unlocking your potential as a marketer and accelerating success for your business. With an eye toward the marketing industry's rapid evolution, this book focuses on the processes, technologies, and strategies that are redefining the marketing environment. Step by step, you will learn how to build performance-driven organizations that exceed ROI expectations and outpace the competition. Companies are demanding a more technical, scientific approach to marketing, and this guide provides the key information that helps marketing professionals choose the right tools and recruit the right talent to more effectively build brand, generate leads, convert sales, and increase customer loyalty. Marketers are facing increased pressure to connect every dollar spent to bottom-line results. As the industry advances, the tremendous gaps in talent, technology, and strategy leave many professionals underprepared and underperforming. The Marketing Performance Blueprint helps bridge those gaps: * Align marketing talent, technology, and strategy to reach performance goals * Drive digital marketing transformation within your organization * Recruit, train, and retain a modern marketing team * Propel growth through digital-savvy marketing agency partners * Adapt more quickly to marketing technology advancements * Create connected customer experiences * Turn marketing data into intelligence, and intelligence into action * Devise integrated marketing strategies that deliver real business results The marketers who will redefine the industry in the coming months and years will never stop challenging conventional knowledge and solutions. Whether in terms of evolved talent, advanced technology, or more intelligent and integrated strategies, these driven professionals will be in demand as the pioneers of the new marketing era. The Marketing Performance Blueprint helps marketers blaze a trail of their own by providing a roadmap to success.
(source: Nielsen Book Data)

How to Innovate and Execute Leaders already know that innovation calls for a different set of activities, skills, methods, metrics, mind-sets, and leadership approaches. And it is well understood that creating a new business and optimizing an already existing one are two fundamentally different management challenges. The real problem for leaders is doing both, simultaneously. How do you meet the performance requirements of the existing business-one that is still thriving-while dramatically reinventing it? How do you envision a change in your current business model before a crisis forces you to abandon it? Innovation guru Vijay Govindarajan expands the leader's innovation tool kit with a simple and proven method for allocating the organization's energy, time, and resources-in balanced measure-across what he calls "the three boxes": - Box 1: The present-Manage the core business at peak profitability - Box 2: The past-Abandon ideas, practices, and attitudes that could inhibit innovation - Box 3: The future-Convert breakthrough ideas into new products and businesses The three-box framework makes leading innovation easier because it gives leaders a simple vocabulary and set of tools for managing and measuring these different sets of behaviors and activities across all levels of the organization. Supported with rich company examples-GE, Mahindra & Mahindra, Hasbro, IBM, United Rentals, and Tata Consultancy Services-and testimonies of leaders who have successfully used this framework, this book solves once and for all the practical dilemma of how to align an organization on the critical but competing demands of innovation.