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Record Nr. |
UNIBAS000038548 |
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Autore |
Wellek, René |
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Titolo |
Teoria della letteratura / René Wellek, Austin Warren |
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Pubbl/distr/stampa |
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Bologna : <<Il>> Mulino, 1989 |
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Descrizione fisica |
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Collana |
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La Nuova scienza , Serie di linguistica e critica letteraria |
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Altri autori (Persone) |
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Disciplina |
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Soggetti |
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Lingua di pubblicazione |
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Formato |
Materiale a stampa |
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Livello bibliografico |
Monografia |
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Note generali |
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Traduzione di Pier Luigi Contessi |
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2. |
Record Nr. |
UNINA9910456661003321 |
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Autore |
Andersen Michael Moesgaard |
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Titolo |
Return on strategy : how to achieve it! / / Michael Moesgaard Andersen, Morton Froholdt and Flemming Poulfelt |
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Pubbl/distr/stampa |
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New York : , : Routledge, , 2010 |
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ISBN |
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1-135-21534-0 |
1-282-44327-5 |
9786612443275 |
0-203-87348-3 |
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Descrizione fisica |
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1 online resource (324 p.) |
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Altri autori (Persone) |
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FroholdtMorton |
PoulfeltFlemming |
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Disciplina |
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Soggetti |
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Strategic planning |
Organizational effectiveness |
Electronic books. |
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Lingua di pubblicazione |
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Formato |
Materiale a stampa |
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Livello bibliografico |
Monografia |
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Note generali |
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Description based upon print version of record. |
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Nota di bibliografia |
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Includes bibliographical references and index. |
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Nota di contenuto |
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Cover; RETURN ON STRATEGY; Title Page; Copyright Page; Table of Contents; Foreword; Are We Able to Produce Gold?; 1 The X-factor Universe Is Overlooked in Strategy!; Hatched in a Swan's Egg?; Can Entrepreneurs Have Their Cake and Eat It Too?; Building Unprecedented Bridges, Breaking Conventions?; Optimizing the Exploitation of Trigger Events; The X-factor Narrowed Down; 2 The Recipe Game; Excellence Is in the Eye of the Beholder; Built to Last but not Necessarily to Stay Ahead; One Plus One Equals None; From Good to Great to Evergreen; Does It Work? |
The Mix of Excellence, How to Last, Great Leaps and Things that WorkTroubled Waters; 3 The Strategy Landscape; Strategic Management in Brief; Value Creation versus Disruption; The Ongoing Development of the Toolbox of Strategy; 4 The Strategy System or How to Combine Perspectives; The Institutional Zone - Neglected or Often Forgotten!; The Market Zone - the Traditional Zone at Work; The Internal Zone - Avoiding Internal Cannibalizing; The X-factor Universe versus the Recipe Universe; The X-factor Universe as a Destination; 5 What Triggers Strategy? |
Approaching the X-factor Universe with Value Creation or Value DestructionDiscovering Your Strategy; Four Triggers of Strategic Behaviour; Bridge Building across Perspectives; Laying Down the Strategy to Approach the X-factor Universe; 6 Exploiting Customer Attitudes; What Is a Customer?; Customers Viewed through Different Lenses; Customers Are no Longer Just Consumers!; The Break-up of Conventional Relationships; The Customer and the Brand; Customer-centric Marketing; Attitudes as Part of the X-factor Universe; 7 Revising the Product Portfolio |
The Rise (and Fall?) of the Product Portfolio PerspectiveCompetition in Various Zones; What Should Be the Product Scope?; The Core Product Needs Stickiness; When Products Create Their Own Ecosystem; From Products to Business Modelling; Demand-driven Products; The Relevance of the Product Life-cycle Thinking; Why Do Good Companies Go Bad?; The Complexity of ""Simple"" Products!; 8 Leveraging the Financial Circuit; The Financial Circuit - the Overlooked Strategy Aspect; Facilitating a Success Free of Charge; The Price Killer Model; Cost Innovations; Cash Kings; Financial Partnering |
The Financial Circuit and Its Unique InfluenceThe Financial Circuit as a Vehicle to a Higher Return on Strategy; 9 Optimizing the Organizational Design; The Collectivistic Wolf Culture; The Liberalistic High Performance Culture; The Organizational Design - the Engine or the Pulse of a Company; Structure as the Backbone of a Corporation; The Search for Valuable Values; Culture as the Binding Glue; People - The Real Gasoline; The Organizational Design and Its Impact; 10 Spinning the Technological Chain; Technology in a Broad Sense; A Full Chain of Technology |
Technological Exuberance - Pouring Resources into the Deep Water |
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Sommario/riassunto |
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Why is it that many companies meticulously following recipes on management and strategy fail? Did Google, Skype, Ryanair, Huawei and a number of other successful companies buy into a well thought out strategy and adhered to that over time? How do companies deliberately opting out of the recipe game and opting into the out-of-the-box-thinking fare? In short, why is it that some companies achieve a higher Return on Strategy than others?Whereas Return on Investment (RoI) has attracted increased attention over the last couple of decades, little, if |
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any, attention is being paid to |
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