02669oam 2200661I 450 991081746510332120240516202602.01-283-44321-X97866134432120-203-80290-X1-136-63004-X10.4324/9780203802908 (CKB)2550000000089393(EBL)958817(OCoLC)798530408(SSID)ssj0000601005(PQKBManifestationID)12271512(PQKBTitleCode)TC0000601005(PQKBWorkID)10612219(PQKB)11723013(MiAaPQ)EBC958817(Au-PeEL)EBL958817(CaPaEBR)ebr10531770(CaONFJC)MIL344321(OCoLC)785780217(OCoLC)710045224(FINmELB)ELB138831(EXLCZ)99255000000008939320180706d2012 uy 0engur|n|---|||||txtccrStrategic analysis processes and tools /Andrea Beretta Zanoni1st ed.New York Routledge2012New York :Routledge,2012.1 online resource (143 p.)Routledge research in strategic management ;1Description based upon print version of record.0-415-88063-7 Includes bibliographical references and index.Planning strategy -- Quantitative tools of strategic analysis -- Qualitative tools of strategic analysis -- The competitive structure -- Scenario analysis -- Competitive analysis -- Analysis of impacts.In the last few years, competition has become increasingly more complex, variable and dynamic, as can be seen in phenomena like globalization and technological acceleration. To cope with the dynamism and uncertainty of competition, enterprises need capabilities that enable them to respond to competition, as well as to improve their analytical skills and knowledge in order to better manage new strategic projects.Strategic analysis uses both quantitative and qualitative tools to understand both competitive contexts and available company resources. In Strategic Analysis: ProcRoutledge research in strategic management ;1.Strategic planningStrategic planning.658.4/012QP 360rvkZanoni Andrea.107349MiAaPQMiAaPQMiAaPQBOOK9910817465103321Strategic analysis243545UNINA