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Viable business strategies : a fieldbook for leaders /
| Clasificación: | Libro Electrónico |
|---|---|
| Autores principales: | , , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Randburg, Republic of South Africa :
Knowres Publishing,
2011.
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| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Cover; Title Page; Copyright page; What they are saying about Viable Business Strategies; Acknowledgements; Table of Contents; List of Figures; About the authors; Foreword to the 1st edition; Preface; Content; This book is mainly meant for the following readers; Icons in this book; Notes to the 2nd edition; Notes to the 3rd edition; Chapter 1 The philosophy of strategy; Chapter 2 Thinking about the future; Chapter 3 Developing strategic options and choices; Chapter 4 Defining a strategic architecture for the competitive landscape; Chapter 5 Ensuring a robust business model
- Chapter 6 Strategy executionChapter 7 Facilitating the strategic conversation; LIST OF FIGURES; Figure 1.1: The strategic logic of this book; Figure 1.2: Strategy as landscaping; Figure 1.3: Strategy as a systemic process; Figure 1.4: Objects of interest and study for strategy as practice; Figure 2.1: Identifying opportunities through learning from the past and the future; Figure 2.2: Domains of the SWOT technique; Figure 2.3: The desired future state; Figure 2.4: Scenarios and driving forces; Figure 2.5: Learning loops; Figure 2.6: Virtuous learning loops
- Figure 2.7: The dynamics of potential thinking impedimentsFigure 3.1: Positioning Chapter 3 in the strategic logic of this book; Figure 3.2: Service quality as a strategy to create market space; Figure 3.3: Market growth and market share.; Figure 3.4: Strategic positioning; Figure 3.5: Product-market mix; Figure 3.6: Portfolio management; Figure 3.7: Type of strategic change over time; Figure 3.8: Resources as basis for strategy.; Figure 3.9: The innovation funnel creates an option on the future; Figure 3.10: Available innovation techniques
- Figure 4.1: Positioning Chapter 4 in the strategic logic of this bookFigure 4.2: The strategic architecture of an enterprise; Figure 4.3: An example of a negative or balancing feedback loop; Figure 4.4: An example of a reinforcing loop; Figure 4.5: Core aspirational descriptions and business model; Figure 4.6: The basic dimensions of a sustainable business model; Figure 4.7: The external perspective analysis; Figure 4.8: Porter's five forces model; Figure 4.9: The Boston Consulting Group matrix; Figure 4.10: The business model
- a systemic view
- Figure 4.11: Tension between vision and current realityFigure 4.12: Business participation strategy; Figure 4.13: Customer selection; Figure 4.14: Resource strategy; Figure 4.15: Competitive strategy; Figure 4.16: Porter's five competitive advantage approaches; Figure 4.17: Core elements of a value proposition; Figure 4.18: Sub-elements of a value proposition; Figure 4.19: The reinforcing characteristics of control points; Figure 4.20: A profit model; Figure 4.21: A summary view of a business model; Figure 4.22: Steps in the iceberg approach