05430oam 2200709I 450 991045666100332120200520144314.01-135-21534-01-282-44327-597866124432750-203-87348-310.4324/9780203873489 (CKB)2550000000000262(EBL)465329(OCoLC)520936338(SSID)ssj0000342406(PQKBManifestationID)11264946(PQKBTitleCode)TC0000342406(PQKBWorkID)10284860(PQKB)10278035(MiAaPQ)EBC465329(Au-PeEL)EBL465329(CaPaEBR)ebr10358698(CaONFJC)MIL244327(EXLCZ)99255000000000026220180706d2010 uy 0engur|n|---|||||txtccrReturn on strategy how to achieve it! /Michael Moesgaard Andersen, Morton Froholdt and Flemming PoulfeltNew York :Routledge,2010.1 online resource (324 p.)Description based upon print version of record.0-415-80510-4 0-415-80509-0 Includes bibliographical references and index.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 PortfolioThe 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 PartneringThe 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 TechnologyTechnological Exuberance - Pouring Resources into the Deep WaterWhy 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 any, attention is being paid to Strategic planningOrganizational effectivenessElectronic books.Strategic planning.Organizational effectiveness.658.4/012658.4012Andersen Michael Moesgaard.961003Froholdt Morton961004Poulfelt Flemming721095MiAaPQMiAaPQMiAaPQBOOK9910456661003321Return on strategy2178581UNINA