LEADER 04333nam 2200709 a 450 001 9910461381903321 005 20101125143209.0 010 $a1-78034-415-5 010 $a1-283-89271-5 024 7 $a10.4128/9781606491768 035 $a(CKB)2670000000093193 035 $a(EBL)876592 035 $a(OCoLC)708579779 035 $a(SSID)ssj0000507432 035 $a(PQKBManifestationID)11331348 035 $a(PQKBTitleCode)TC0000507432 035 $a(PQKBWorkID)10546082 035 $a(PQKB)10408482 035 $a(CaBNVSL)gtp00544869 035 $a(MiAaPQ)EBC876592 035 $a(Au-PeEL)EBL876592 035 $a(CaPaEBR)ebr10431486 035 $a(CaONFJC)MIL420521 035 $a(EXLCZ)992670000000093193 071 53$a2$bBEP 100 $a20101124d2010 fy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aStrategic analysis and choice$b[electronic resource] $ea structured approach /$fAlfred G. Warner 205 $a1st ed. 210 $a[New York, N.Y.] (222 East 46th Street, New York, NY 10017) $cBusiness Expert Press$d2010 215 $a1 online resource (169 p.) 225 1 $aStrategic management collection,$x2150-9646 300 $aDescription based upon print version of record. 311 $a1-60649-175-X 311 $a1-60649-176-8 320 $aIncludes bibliographical references (p. 143-154) and index. 327 $aPreface -- Chapter 1. Strategy as process and product, or how to build a business strategy without too much pain -- Chapter 2. Setting the scope of analysis: defining your industry -- Chapter 3. Analyzing the general environment: PEST or PESTLE assessment -- Chapter 4. Porter's five forces model, part 1: barriers to entry -- Chapter 5. Porter's five forces model, part 2: the power of suppliers, buyers, substitutes, and rivalry -- Chapter 6. Why performance differs: the resource-based view of the firm -- Chapter 7. Deciding what to do: models for strategy formulation -- Chapter 8. Strategic positions for volatile industries -- Chapter 9. Some final thoughts on practice and improvisation -- Notes -- References -- Index. 330 3 $aStrategy and strategic planning at the firm level often gets a bad reputation because managers aren't trained in it, and the tools are unfamiliar, infrequently used, and often poorly applied. The outcomes of these efforts can therefore be incomplete, biased, and far too subjective--and the results disappointing. One purpose of this book is to overcome this problem of familiarity by developing a systematic approach to conducting a strategic analysis. From assessing the general industry environment to analyzing industry forces and firm resources, well-known models are introduced and explained. This culminates in selecting a strategy that is consistent with industry and firm specific conditions. Another problem is that the entire strategic process might seem fruitless, especially if it is treated as an episodic or occasional task. If the result of all that work is a document that gets put on a shelf or in a closet, what is the point? The second purpose of this book is to develop the idea that strategic development is a broad based and ongoing process. Strategy may ultimately be the responsibility of the CEO but it needs, and benefits from, the engagement of others. Done right, that engagement and development aligns the organization more effectively. In addition, the models connect to and reinforce each other. To use them well requires reflection and revision. In short, the process is not ever completely done-- analysis becomes a lens you constantly bring to bear on your firm and its environment. 410 0$aStrategic management collection,$x2150-9646. 606 $aStrategic planning 608 $aElectronic books. 610 $aStrategy 610 $aIndustry analysis 610 $aResources 610 $aSWOT 610 $aCost leadership 610 $aDifferentiation 610 $aProspector 615 0$aStrategic planning. 676 $a658.4012 700 $aWarner$b Alfred G$0869240 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910461381903321 996 $aStrategic analysis and choice$91940669 997 $aUNINA