11824oam 2200673 450 991016027850332120220303134621.01-292-14513-7(CKB)3710000001025911(MiAaPQ)EBC5187531(MiAaPQ)EBC5186321(MiAaPQ)EBC5833391(MiAaPQ)EBC5138112(MiAaPQ)EBC6399393(Au-PeEL)EBL5138112(OCoLC)1024284141(PPN)221735984(EXLCZ)99371000000102591120210426d2017 uy 0engurcnu||||||||rdacontentrdamediardacarrierExploring strategytext and cases /Gerry Johnson, Kevan Scholes and Richard WhittingtonEleventh edition.New York, New York State :Pearson,[2017]©20171 online resource (800 pages) color illustrationsIncludes indexes.1-292-14512-9 9781292145129 Includes bibliographical references and index.Cover -- Brief Contents -- Contents -- Illustrations and Thinking Differently -- Figures -- Tables -- Preface -- Exploring Strategy features -- Exploring Strategy online -- 1 INTRODUCING STRATEGY -- 1.1 Introduction -- 1.2 What is strategy? -- 1.2.1 Defining strategy -- 1.2.2 The purpose of strategy: mission, vision, values and objectives -- 1.2.3 Strategy statements -- 1.2.4 Levels of strategy -- 1.3 The Exploring Strategy Framework -- 1.3.1 Strategic position -- 1.3.2 Strategic choices -- 1.3.3 Strategy in action -- 1.4 Working with strategy -- 1.5 Studying strategy -- 1.6 Exploring strategy further -- 1.6.1 Exploring strategy in different contexts -- 1.6.2 Exploring strategy through different 'strategy lenses' -- Summary -- Work assignments -- Recommended key readings -- References -- Case example: The rise of a unicorn - Airbnb -- PART I: THE STRATEGIC POSITION -- Introduction to Part I -- 2 MACRO-ENVIRONMENT ANALYSIS -- 2.1 Introduction -- 2.2 PESTEL analysis -- 2.2.1 Politics -- 2.2.2 Economics -- 2.2.3 Social -- 2.2.4 Technology -- 2.2.5 Ecological -- 2.2.6 Legal -- 2.2.7 Key drivers for change -- 2.3 Forecasting -- 2.3.1 Forecast approaches -- 2.3.2 Directions of change -- 2.4 Scenario analysis -- Summary -- Work assignments -- Recommended key readings -- References -- Case example: Alibaba - the Yangtze River Crocodile -- 3 INDUSTRY AND SECTOR ANALYSIS -- 3.1 Introduction -- 3.2 The competitive forces -- 3.2.1 Competitive rivalry -- 3.2.2 The threat of entry -- 3.2.3 The threat of substitutes -- 3.2.4 The power of buyers -- 3.2.5 The power of suppliers -- 3.2.6 Complementors and network effects -- 3.2.7 Defining the industry -- 3.2.8 Implications of the Competitive Five Forces -- 3.3 Industry types and dynamics -- 3.3.1 Industry types -- 3.3.2 Industry structure dynamics -- 3.4 Competitors and markets -- 3.4.1 Strategic groups.3.4.2 Market segments -- 3.4.3 Critical success factors and 'Blue Oceans' -- 3.5 Opportunities and threats -- Summary -- Work assignments -- Recommended key readings -- References -- Case example: Global forces and the advertising industry -- 4 RESOURCES AND CAPABILITIES -- 4.1 Introduction -- 4.2 Foundations of resources and capabilities -- 4.2.1 Resources and capabilities -- 4.2.2 Threshold and distinctive resources and capabilities -- 4.3 Distinctive resources and capabilities as a basis of competitive advantage -- 4.3.1 V - value of resources and capabilities -- 4.3.2 R - rarity -- 4.3.3 I - inimitability -- 4.3.4 O - organisational support -- 4.3.5 Organisational knowledge as a basis of competitive advantage -- 4.4 Diagnosing resources and capabilities -- 4.4.1 VRIO analysis -- 4.4.2 The value chain and value system -- 4.4.3 Activity systems -- 4.4.4 Benchmarking -- 4.4.5 SWOT -- 4.5 Dynamic capabilities -- Summary -- Work assignments -- Recommended key readings -- References -- Case example: Rocket Internet - will the copycat be imitated? -- 5 STAKEHOLDERS AND GOVERNANCE -- 5.1 Introduction -- 5.2 Stakeholders -- 5.2.1 Stakeholder groups -- 5.2.2 Stakeholder mapping -- 5.2.3 Owners -- 5.3 Corporate governance -- 5.3.1 The governance chain -- 5.3.2 Different governance models -- 5.3.3 How boards of directors influence strategy -- 5.4 Social responsibility and ethics -- 5.4.1 Corporate social responsibility -- 5.4.2 The ethics of individuals and managers -- Summary -- Work assignments -- Recommended key readings -- References -- Case example: Drinking Partners - India's United Breweries Holdings Ltd -- 6 HISTORY AND CULTURE -- 6.1 Introduction -- 6.2 Why is history important? -- 6.2.1 Path dependency -- 6.2.2 History as a resource -- 6.2.3 Historical analysis -- 6.3 What is culture and why is it important? -- 6.3.1 Geographically-based cultures.6.3.2 Organisational fields -- 6.3.3 Organisational culture -- 6.3.4 Culture's influence on strategy -- 6.3.5 Analysing culture: the cultural web -- 6.3.6 Undertaking cultural analysis -- 6.4 Strategic drift -- Summary -- Work assignments -- Recommended key readings -- References -- Case example: Culture clashes at Barclays Bank -- Commentary on Part I The strategy lenses -- Case example: Nokia's evolving strategy through the lenses -- PART II STRATEGIC CHOICES -- Introduction to Part II -- 7 BUSINESS STRATEGY AND MODELS -- 7.1 Introduction -- 7.2 Generic competitive strategies -- 7.2.1 Cost-leadership strategy -- 7.2.2 Differentiation strategy -- 7.2.3 Focus strategy -- 7.2.4 Hybrid strategy -- 7.2.5 The Strategy Clock -- 7.3 Interactive strategies -- 7.3.1 Interactive price and quality strategies -- 7.3.2 Cooperative strategy -- 7.3.3 Game theory -- 7.4 Business models -- 7.4.1 Value creation, configuration and capture -- 7.4.2 Business model patterns -- Summary -- Work assignments -- Recommended key readings -- References -- Case example: The IKEA approach -- 8 CORPORATE STRATEGY AND DIVERSIFICATION -- 8.1 Introduction -- 8.2 Strategy directions -- 8.2.1 Market penetration -- 8.2.2 Product development -- 8.2.3 Market development -- 8.2.4 Conglomerate diversification -- 8.3 Diversification drivers -- 8.4 Diversification and performance -- 8.5 Vertical integration -- 8.5.1 Forward and backward integration -- 8.5.2 To integrate or to outsource? -- 8.6 Value creation and the corporate parent -- 8.6.1 Value-adding and value-destroying activities of corporate parents -- 8.6.2 The portfolio manager -- 8.6.3 The synergy manager -- 8.6.4 The parental developer -- 8.7 Portfolio matrices -- 8.7.1 The BCG (or growth/share) matrix -- 8.7.2 The directional policy (GE-McKinsey) matrix -- 8.7.3 The parenting matrix -- Summary -- Work assignments.Recommended key readings -- References -- Case example: Virgin - is the brand more than Richard Branson? -- 9 INTERNATIONAL STRATEGY -- 9.1 Introduction -- 9.2 Internationalisation drivers -- 9.3 Geographic sources of advantage -- 9.3.1 Locational advantage: Porter's Diamond -- 9.3.2 The international value system -- 9.4 International strategies -- 9.5 Market selection and entry -- 9.5.1 Country and market characteristics -- 9.5.2 Competitive characteristics -- 9.5.3 Entry modes strategies -- 9.6 Subsidiary roles in an international portfolio -- 9.7 Internationalisation and performance -- Summary -- Work assignments -- Recommended key readings -- References -- Case example: China goes to Hollywood - Wanda's moves into the US movie industry -- 10 ENTREPRENEURSHIP AND INNOVATION -- 10.1 Introduction -- 10.2 Entrepreneurship -- 10.2.1 Opportunity recognition -- 10.2.2 Steps in the entrepreneurial process -- 10.2.3 Stages of entrepreneurial growth -- 10.2.4 Social entrepreneurship -- 10.3 Innovation dilemmas -- 10.3.1 Technology push or market pull -- 10.3.2 Product or process innovation -- 10.3.3 Open or closed innovation -- 10.4 Innovation diffusion -- 10.4.1 The pace of diffusion -- 10.4.2 The diffusion S-curve -- 10.5 Innovators and imitators -- 10.5.1 First-mover advantages and disadvantages -- 10.5.2 The incumbent's response -- Summary -- Work assignments -- Recommended key readings -- References -- Case example: Rovio Entertainment - going back to the entrepreneurial roots -- 11 MERGERS, ACQUISITIONS AND ALLIANCES -- 11.1 Introduction -- 11.2 Organic development -- 11.3 Mergers and acquisitions -- 11.3.1 Types of M&A -- 11.3.2 Timing of M&A -- 11.3.3 Motives for M&A -- 11.3.4 M&A processes -- 11.3.5 M&A strategy over time -- 11.4 Strategic alliances -- 11.4.1 Types of strategic alliance -- 11.4.2 Motives for alliances.11.4.3 Strategic alliance processes -- 11.5 Comparing acquisitions, alliances and organic development -- 11.5.1 Buy, ally or DIY? -- 11.5.2 Key success factors -- Summary -- Work assignments -- Recommended key readings -- References -- Case example: Future-proofing business? Sainsbury acquires Argos -- Commentary on Part II Strategic choices -- PART III STRATEGY IN ACTION -- Introduction to Part III -- 12 EVALUATING STRATEGIES -- 12.1 Introduction -- 12.2 Organisational performance -- 12.2.1 Performance measures -- 12.2.2 Performance comparisons -- 12.2.3 Gap analysis -- 12.2.4 Complexities of performance analysis -- 12.3 Suitability -- 12.3.1 Ranking -- 12.3.2 Screening through scenarios -- 12.3.3 Screening for bases of competitive advantage -- 12.3.4 Decision trees -- 12.3.5 Life cycle analysis -- 12.4 Acceptability -- 12.4.1 Risk -- 12.4.2 Return -- 12.4.3 Reaction of stakeholders -- 12.5 Feasibility -- 12.5.1 Financial feasibility -- 12.5.2 People and skills -- 12.5.3 Integrating resources -- 12.6 Evaluation criteria: four qualifications -- Summary -- Work assignments -- Recommended key readings -- References -- Case example: ITV - DIY, buy or ally? -- 13 STRATEGY DEVELOPMENT PROCESSES -- 13.1 Introduction -- 13.2 Deliberate strategy development -- 13.2.1 The role of the strategic leader -- 13.2.2 Strategic planning systems -- 13.2.3 Externally imposed strategy -- 13.3 Emergent strategy development -- 13.3.1 Logical incrementalism -- 13.3.2 Strategy as the outcome of political processes -- 13.3.3 Strategy as the product of structures and systems -- 13.4 Implications for managing strategy development -- 13.4.1 Strategy development in different contexts -- 13.4.2 Managing deliberate and emergent strategy -- Summary -- Work assignments -- Recommended key readings -- References -- Case example: Alphabet - who and what drives the strategy?.14 ORGANISING AND STRATEGY.With over one million copies sold worldwide, Exploring Strategy has long been the essential strategy text for managers of today and tomorrow. From entrepreneurial start-ups to multinationals, charities to government agencies, this book raises the big questions about organisations- how they grow, how they innovate and how they change.   Texts and Cases also provides a wealth of extra case studies written by experts in the subject to aid and enrich your understanding. Examples are taken from events and organisations as diverse as Glastonbury, Mondelez and Formula 1 racing.Business planningStrategic planningBusiness planningCase studiesStrategic planningCase studiesBusiness planning.Strategic planning.Business planningStrategic planning658.4012Johnson Gerry115931Whittington Richard1958-116321Scholes Kevan116481MiAaPQMiAaPQUtOrBLWBOOK9910160278503321Exploring strategy43669UNINA00961nam a2200277 i 450099100086027970753620020507102426.0980319s1972 sz ||| | eng b10139734-39ule_instLE00638118ExLDip.to Fisicaita53(047)53.3.5536.57CERN345867Compilation of cross-sections I-pi- and pi+ induced reactions /E. Bracci...[et al.] ; CERNGeneva :CERN,1972iii, 286 p. ;30 cm.High energy physicsBracci, E..b1013973421-09-0627-06-02991000860279707536LE006 53(047) CER12006000037013le006-E0.00-l- 00000.i1016590327-06-02Compilation of cross-sections I-pi- and pi+ induced reactions186796UNISALENTOle00601-01-98ma -engsz 0101636nam0 22003971i 450 UON0009504920231205102528.66001-992401-4-020020107d1999 |0itac50 baengGRCUS|||| 1||||On coming-to-be & passing-awayDe generatione et corruptionePeri geneseos kai phthorasAristotlea revised text by Harold H. JoachimOxford : Clarendonc1926xxxviii303 p. ; 23 cmSpecial ed. for Sandpiper Books Ltd., 1999UON00363679Peri geneseos kai phthoras49917UON00363680De generatione et corruptione14541Filosofia grecaUONC028004FIGBOxfordUONL000029185FILOSOFIA ARISTOTELICA21T1TESTI E COMMENTI GRECIAAristotelesUONV0557874207JOACHIMHarold H.UONV061340Clarendon PressUONV246509650ARISTOTELEAristotelesUONV005797ARASTUAristotelesUONV005800ARISTOTELE : di#StagiraAristotelesUONV055789PSEUDO ARISTOTELEAristotelesUONV055790ITSOL20250718RICASIBA - SISTEMA BIBLIOTECARIO DI ATENEOUONSIUON00095049SIBA - SISTEMA BIBLIOTECARIO DI ATENEOSI T 1 ARISTOT 0901 SI MC 22982 7 De generatione et corruptione14541Peri geneseos kai phthoras49917UNIOR02395nam 22005894a 450 991102012720332120221206104652.01-118-03894-01-119-19727-91-280-90004-097866109000460-470-08689-0(CKB)1000000000356915(EBL)297246(OCoLC)476071191(SSID)ssj0000131599(PQKBManifestationID)11132594(PQKBTitleCode)TC0000131599(PQKBWorkID)10027709(PQKB)10734184(MiAaPQ)EBC297246(EXLCZ)99100000000035691520060522d2007 uy 0engur|n|---|||||txtccrCovered calls and LEAPS -- a wealth option[electronic resource] a guide for generating extraordinary monthly income /Joseph Hooper, Aaron ZalewskiHoboken, N.J. Wileyc20071 online resource (242 p.)Wiley Trading ;v.282Description based upon print version of record.0-470-04470-5 Includes bibliographical references and index.An introduction to options -- An introduction to covered calls -- Entering new covered call positions -- Management rules -- Defensive techniques -- An introduction to Calendar LEAPS spreads -- Entering new LEAPS positions -- Management rules -- Defensive techniques.In this one-of-a-kind "how-to" guide, Joseph Hooper and Aaron Zalewski provide step-by-step instructions for generating large monthly cash returns from almost any stock investment-while at the same time decreasing the risk of stock ownership. Filled with in-depth insights and proven techniques, this book is the definitive, rule-based guide to covered calls and calendar LEAPS spreads.Wiley TradingOptions (Finance)Stock optionsOptions (Finance)Stock options.332.632283Hooper Joseph1943-1683715Zalewski Aaron1980-1683716MiAaPQMiAaPQMiAaPQBOOK9911020127203321Covered calls and LEAPS -- a wealth option4416927UNINA