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100   $a20030318d2004      uy         0
101 0 $aeng
135   $aur|n|---|||||
181   $ctxt
182   $cc
183   $acr
200 10$aEarly warning $eusing competitive intelligence to anticipate market shifts, control risk, and create powerful strategies /$fBen Gilad
205   $a1st ed.
210   $aNew York $cAMACOM$dc2004
215   $a1 online resource (287 p.)
300   $aDescription based upon print version of record.
311   $a0-8144-0786-2 
320   $aIncludes bibliographical references and index.
327   $aPreliminaries; Contents; List of Tables and Figures; Preface; Acknowledgments; Chapter 1 Surprise; Chapter 2 What Do You Know About Strategic Risks; Chapter 3 The Internal Dynamics of Early Warning Failures; Chapter 4 The Analytical the Tactical the Couch Potato and the Blind; Chapter 5 Step 1 Identifying Risk  and Opportunities; Chapter 6 Step 1 Continued War Gaming; Chapter 7 Step 2 Intelligence Monitoring; Chapter 8 Step 3 Management Action; Chapter 9 Case Studies of CEW in Action; Chapter 10 If You Start from Scratch . . .; Epilogue
330   $aSurprise is rarely a good thing in business. Unexpected developments range in their effects from inconvenient to disastrous. To avoid being blindsided, companies must develop a Competitive Early Warning system, or CEW, which combines strategic planning, competitive intelligence, and management action. Such systems let organizations manage risk more effectively and prevent ""industry dissonance"" -- when market realities outpace corporate strategies.  Early Warning reveals how to:* Change strategy to meet new realities* Learn from the mistakes of others via the book's eye-opening stories
606   $aRisk management
606   $aRisk
606   $aStrategic planning
615  0$aRisk management.
615  0$aRisk.
615  0$aStrategic planning.
676   $a658.15/5
700   $aGilad$b Benjamin$01660542
801  0$bMiAaPQ
801  1$bMiAaPQ
801  2$bMiAaPQ
906   $aBOOK
912   $a9910828868103321
996   $aEarly warning$94015847
997   $aUNINA