LEADER 03977nam 2200793 450 001 9910460523403321 005 20200520144314.0 010 $a1-63157-074-9 035 $a(CKB)3710000000342239 035 $a(EBL)1934291 035 $a(OCoLC)902646237 035 $a(CaBNVSL)swl00404653 035 $a(MiAaPQ)EBC1934291 035 $a(Au-PeEL)EBL1934291 035 $a(CaPaEBR)ebr11011867 035 $a(CaONFJC)MIL716218 035 $a(OCoLC)904442159 035 $a(EXLCZ)993710000000342239 100 $a20150131d2015 fy 0 101 0 $aeng 135 $aur|n|---||||| 181 $2rdacontent 182 $2rdamedia 183 $2rdacarrier 200 10$aStrategic management $ean executive perspective /$fCornelis A. de Kluyver and John A. Pearce II 205 $aFirst edition. 210 1$aNew York, New York (222 East 46th Street, New York, NY 10017) :$cBusiness Expert Press,$d2015. 215 $a1 online resource (274 p.) 225 1 $aStrategic management collection,$x2150-9646 300 $aDescription based upon print version of record. 311 $a1-63157-073-0 320 $aIncludes bibliographical references (pages 233-244) and index. 327 $a1. What is strategy? -- 2. Strategy and performance -- 3. Analyzing the external strategic environment -- 4. Analyzing an industry -- 5. Analyzing a company's strategic resource base -- 6. Formulating business unit strategy -- 7. Business unit strategy: contexts and special dimensions -- 8. Global strategy, fundamentals -- 9. Global strategy, adapting the business model -- 10. The board's role in strategic management -- Notes -- Index. 330 3 $aThe principal objectives of this book are to assist practicing managers in preparing to assume executive responsibilities and to introduce MBA and Executive MBA students to an executive perspective on strategic management. Organizational success crucially depends on having a superior strategy and effectively implementing it. Companies that outperform their rivals typically have a better grasp of what customers value, who their competitors are, and how they can create an enduring competitive advantage. Successful strategies reflect a solid grasp of relevant forces in the external and competitive environment, a clear strategic intent, and a deep understanding of a company's core competencies and assets. Generic strategies rarely propel a firm to a leadership position. Knowing where to go and finding carefully considered, creative ways of getting there are the hallmarks of successful strategy. Perhaps even more important to success is the ability to effectively implement a chosen strategy--marshaling the right resources and talent, creating a functional organizational structure, fostering a beneficial corporate culture and providing appropriate incentives. 410 0$aStrategic management collection.$x2150-9646 606 $aStrategic planning 608 $aElectronic books. 610 $aStrategy formulation 610 $acorporate strategy 610 $abusiness unit strategy 610 $acompetitive advantage 610 $abusiness model 610 $ainnovation 610 $avalue creation 610 $avalue proposition 610 $amarkets 610 $asegmentation 610 $apositioning 610 $avalue disciplines 610 $amarket participation 610 $asupply chain infrastructure 610 $aglobal management model 610 $aglobal industry 610 $aglobal branding 610 $ainnovation 610 $aoutsourcing 610 $aoffshoring 610 $aboard of directors 615 0$aStrategic planning. 676 $a658.4012 700 $aDe Kluyver$b Cornelis A.$0862478 702 $aPearce$b John A. 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910460523403321 996 $aStrategic management$91925213 997 $aUNINA