LEADER 05430oam 2200709I 450 001 9910456661003321 005 20200520144314.0 010 $a1-135-21534-0 010 $a1-282-44327-5 010 $a9786612443275 010 $a0-203-87348-3 024 7 $a10.4324/9780203873489 035 $a(CKB)2550000000000262 035 $a(EBL)465329 035 $a(OCoLC)520936338 035 $a(SSID)ssj0000342406 035 $a(PQKBManifestationID)11264946 035 $a(PQKBTitleCode)TC0000342406 035 $a(PQKBWorkID)10284860 035 $a(PQKB)10278035 035 $a(MiAaPQ)EBC465329 035 $a(Au-PeEL)EBL465329 035 $a(CaPaEBR)ebr10358698 035 $a(CaONFJC)MIL244327 035 $a(EXLCZ)992550000000000262 100 $a20180706d2010 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aReturn on strategy $ehow to achieve it! /$fMichael Moesgaard Andersen, Morton Froholdt and Flemming Poulfelt 210 1$aNew York :$cRoutledge,$d2010. 215 $a1 online resource (324 p.) 300 $aDescription based upon print version of record. 311 $a0-415-80510-4 311 $a0-415-80509-0 320 $aIncludes bibliographical references and index. 327 $aCover; 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? 327 $aThe 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? 327 $aApproaching 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 327 $aThe 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 327 $aThe 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 327 $aTechnological Exuberance - Pouring Resources into the Deep Water 330 $aWhy 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 606 $aStrategic planning 606 $aOrganizational effectiveness 608 $aElectronic books. 615 0$aStrategic planning. 615 0$aOrganizational effectiveness. 676 $a658.4/012 676 $a658.4012 700 $aAndersen$b Michael Moesgaard.$0961003 701 $aFroholdt$b Morton$0961004 701 $aPoulfelt$b Flemming$0721095 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910456661003321 996 $aReturn on strategy$92178581 997 $aUNINA