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100   $a20180706d2012      uy             0
101 0 $aeng
135   $aur|n|---|||||
181   $ctxt
182   $cc
183   $acr
200 10$aStrategic analysis $eprocesses and tools /$fAndrea Beretta Zanoni
210  1$aNew York :$cRoutledge,$d2012.
215   $a1 online resource (143 p.)
225 1 $aRoutledge research in strategic management ;$v1
300   $aDescription based upon print version of record.
311   $a0-415-88063-7 
320   $aIncludes bibliographical references and index.
327   $aPlanning strategy -- Quantitative tools of strategic analysis -- Qualitative tools of strategic analysis -- The competitive structure -- Scenario analysis -- Competitive analysis -- Analysis of impacts.
330   $aIn the last few years, competition has become increasingly more complex, variable and dynamic, as can be seen in phenomena like globalization and technological acceleration. To cope with the dynamism and uncertainty of competition, enterprises need capabilities that enable them to respond to competition, as well as to improve their analytical skills and knowledge in order to better manage new strategic projects.Strategic analysis uses both quantitative and qualitative tools to understand both competitive contexts and available company resources. In Strategic Analysis: Proc
410  0$aRoutledge research in strategic management ;$v1.
606   $aStrategic planning
608   $aElectronic books.
615  0$aStrategic planning.
676   $a658.4/012
700   $aZanoni$b Andrea.$0107349
801  0$bMiAaPQ
801  1$bMiAaPQ
801  2$bMiAaPQ
906   $aBOOK
912   $a9910457490903321
996   $aStrategic analysis$9243545
997   $aUNINA