LEADER 04495nam 2200649 450 001 9910150325703321 005 20210313054024.0 010 $a1-292-01645-0 035 $a(CKB)2670000000572108 035 $a(SSID)ssj0001366625 035 $a(PQKBManifestationID)12587105 035 $a(PQKBTitleCode)TC0001366625 035 $a(PQKBWorkID)11417162 035 $a(PQKB)11385963 035 $a(MiAaPQ)EBC5175667 035 $a(MiAaPQ)EBC5833323 035 $a(MiAaPQ)EBC5173848 035 $a(MiAaPQ)EBC5137738 035 $a(MiAaPQ)EBC6400394 035 $a(Au-PeEL)EBL5137738 035 $a(CaONFJC)MIL652835 035 $a(OCoLC)896729173 035 $a(CaSebORM)9781292016436 035 $a(EXLCZ)992670000000572108 100 $a20210313d2014 uy 0 101 0 $aeng 135 $aurcnu|||||||| 181 $ctxt 182 $cc 183 $acr 200 10$a25 need-to-know strategy tools /$fVaughan Evans 205 $a1st edition 210 1$aHarlow, England :$cPearson,$d2014. 215 $a1 online resource (xxviii, 193 pages) $cillustrations 300 $aBibliographic Level Mode of Issuance: Monograph 311 $a1-292-01643-4 311 $a1-322-21555-3 320 $aIncludes bibliographical references and index. 327 $aCover -- Contents -- About the author -- Publisher's acknowledgements -- Introduction -- Top 10 do's and don'ts of strategy development -- Chapter 1: Identifying key segments -- Using it: IBM -- Chapter 2: Setting long-term goals -- Using it: Virgin Galactic -- Chapter 3: Setting SMART objective -- Using it: the BBC -- Chapter 4: Core ideology (Collins and Porras) -- Using it: Sony -- Chapter 5: The HOOF approach to demand forecasting (Evans) -- Using it: Apps -- Chapter 6: The five forces (Porter) -- Using it: Blockbuster -- Chapter 7: Rating competitive position -- Using it: Samuel Adams -- Chapter 8: The resource and capability strengths/ importance matrix (Grant) -- Using it: Virgin Group -- Chapter 9: The value chain (Porter) -- Using it: Zara -- Chapter 10: The product/market matrix (Ansoff) -- Using it: Virgin Cola -- Chapter 11: The attractiveness/advantage matrix (GE/McKinsey) -- Using it: Extramural Ltd -- Chapter 12: The growth/share matrix (BCG) -- Using it: Extramural Ltd -- Chapter 13: Three generic strategies (Porter) -- Using it: Southwest Airlines -- Chapter 14: The experience curve (BCG) -- Using it: New energy technologies -- Chapter 15: Blue ocean strategy (Kim and Mauborgne) -- Using it: Cirque du Soleil -- Chapter 16: Optimising the corporate portfolio -- Using it: Extramural Ltd -- Chapter 17: Creating value through mergers, acquisitions and alliances -- Using it: Lloyds Banking Group -- Chapter 18: Creating parenting value (Goold, Campbell and Alexander) -- Using it: Energy companies and their mineral subsidiaries -- Chapter 19: Core competences (Hamel and Prahalad) -- Using it: Red Bull -- Chapter 20: Deliberate and emergent strategy (Mintzberg) -- Using it: Facebook -- Chapter 21: Profit from the core (Zook) -- Using it: Marvel Entertainment -- Chapter 22: Disruptive technologies (Christensen). 327 $aUsing it: Toyota Motor Corporation -- Chapter 23: Good strategy, bad strategy (Rumelt) -- Using it: Wal-Mart -- Chapter 24: Innovation hot spots (Gratton) -- Using it: Linux -- Chapter 25: The Suns & Clouds Chart (Evans) -- Using it: Madonna -- Conclusion -- Ten useful strategy books to read next -- Glossary of terms -- References and further reading -- Index. 330 $aIncludes 10 handy do?s and don?ts of strategy development ·    Need powerful decision-making tools at your fingertips? ·    Want to get the most out of strategic thinking models like Porter?s Five Forces? ·    Only want what you need to know, rather than reams of theory? With the critical strategy tools required to drive your business forward, this book tells you what you need to know, fast. 517 3 $aTwenty-five need-to-know strategy tools 606 $aStrategic planning 606 $aOrganizational effectiveness 606 $aManagement 615 0$aStrategic planning. 615 0$aOrganizational effectiveness. 615 0$aManagement. 676 $a658.4012 700 $aEvans$b Vaughan$f1951-$0847675 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910150325703321 996 $a25 need-to-know strategy tools$93360555 997 $aUNINA