Business Chemistry : How to Build Thriving Businesses in the Chemical Industry.

Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Leker, Jens
Otros Autores: Gelhard, Carsten, Von Delft, Stephan
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Newark : John Wiley & Sons, Incorporated, 2018.
Temas:
Chemical industry > Management.
Industrial management.
Pharmaceutical industry > Management.
Industries chimiques > Gestion.
Gestion d'entreprise.
Industrie pharmaceutique > Gestion.
Chemical industry > Management
Industrial management
Pharmaceutical industry > Management
Acceso en línea:Texto completo
Tabla de Contenidos:
  • Intro; Title Page; Copyright Page; Contents; List of Contributors; Preface; Part I Strategy; Chapter 1 Management Challenges in the Chemical and Pharmaceutical Industry; 1.1 Introducing the Chemical Industry as a Source of Innovation and Prosperity; 1.2 Characteristics of the Chemical and Pharmaceutical Industry; 1.2.1 Product and Process Characteristics; 1.2.2 Market Characteristics; 1.3 Business Transformation in the Chemical Industry; 1.3.1 Business Transformation and Organizational Change Processes; 1.3.2 Drivers for Change; 1.3.3 Fields of Business Transformation.
  • 1.4 Managerial Challenges in the Chemical Industry1.4.1 Creating Strategic Learning Processes; 1.4.2 Managing Value Chains Across the Globe; 1.4.3 Optimizing Processes; 1.4.4 Creating Product, Process, and Business Model Innovations; 1.4.5 Developing Human Resources; 1.5 Summary; References; Chapter 2 Principles of Strategy: How to Develop Strategy; 2.1 The First Day for CEO Walter Brown; 2.2 Strategy Definitions and Their Interrelations â#x80;#x93; A Framework for Mindful Strategic Management; 2.3 Historic and Current Trends in Strategic Management; 2.4 Strategy Development Process.
  • 2.5 Industry Dynamics, Signaling Systems, and the Effect of Trends2.6 Summary; References; Chapter 3 Strategic Analysis: Understanding the Strategic Environment of the Firm; 3.1 Strategic Analysis to Improve a Firmâ#x80;#x99;s Performance; 3.2 Industry Analysis; 3.3 The Resource-based View in the Context of Strategic Analysis; 3.3.1 Underlining Assumptions for the Resource-based View; 3.3.2 VRIN/O Characteristics; 3.4 Dynamism of Markets; 3.5 Dynamic Capabilities; 3.5.1 Capacity (1): Sensing and Shaping Opportunities and Threats; 3.5.2 Capacity (2): Seizing the Opportunity.
  • 3.5.3 Capacity (3): Reconfiguring3.6 Summary; References; Chapter 4 Management of Business Cooperation; 4.1 Cooperation and Corporate Strategy; 4.1.1 What Does Cooperation Mean?; 4.1.2 Why Is the Management of Cooperation Different?; 4.2 How Cooperation Can Help to Achieve Corporate Objectives; 4.2.1 Cost Advantages; 4.2.2 Access to Resources, Knowâ#x80;#x90;how and Technologies; 4.2.3 Access to Markets; 4.2.4 Time Advantages; 4.2.5 Distribution of Risks; 4.3 Morphologies of Cooperation; 4.3.1 Horizontal, Vertical and Lateral Cooperation; 4.3.2 Types of Cooperation.
  • 4.3.3 Strategic Alliance4.3.4 Value Chain Cooperation; 4.3.5 Project Cooperation; 4.3.6 Networks and Virtual Enterprises; 4.3.7 Cooperative; 4.3.8 Joint Venture; 4.4 Management of Business Cooperation: A Process Model; 4.4.1 The Management Process; 4.4.2 Strategic Positioning; 4.4.2.1 Market Analysis; 4.4.2.2 Company Analysis; 4.4.3 Preparation; 4.4.3.1 Partner Choice; 4.4.3.2 Competition Law and Cooperation; 4.5 Institutionalisation; 4.5.1 Institutionalisation of Cooperation Management; 4.5.2 Rules and Rights; 4.5.3 â#x80;#x9C;Cooperative Transfer Pricesâ#x80;#x9D.

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