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[null,"1.","Record Nr.",null,"UNINA9910456661003321"]
[null,null,"Autore",null,"Andersen Michael Moesgaard"]
[null,null,"Titolo",null,"Return on strategy : how to achieve it! / / Michael Moesgaard Andersen, Morton Froholdt and Flemming Poulfelt"]
[null,null,"Pubbl/distr/stampa",null,"New York : , : Routledge, , 2010"]
[null,null,"ISBN",null,"1-135-21534-0"]
[{"$nulls":4},"1-282-44327-5"]
[{"$nulls":4},"9786612443275"]
[{"$nulls":4},"0-203-87348-3"]
[null,null,"Descrizione fisica",null,"1 online resource (324 p.)"]
[null,null,"Disciplina",null,"658.4/012"]
[{"$nulls":4},"658.4012"]
[null,null,"Soggetti",null,"Strategic planning"]
[{"$nulls":4},"Organizational effectiveness"]
[{"$nulls":4},"Electronic books."]
[null,null,"Lingua di pubblicazione",null,"Inglese"]
[null,null,"Formato",null,"Materiale a stampa"]
[null,null,null,"Livello bibliografico","Monografia"]
[null,null,null,"Note generali","Description based upon print version of record."]
[null,null,null,"Nota di bibliografia","Includes bibliographical references and index."]
[null,null,"Nota di contenuto",null,"Cover; 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?"]
[{"$nulls":4},"The Mix of Excellence, How to Last, Great Leaps and Things that WorkTroubled Waters; 3 The Strategy Landscape; Strategic Management in Brief; Value Creation versus Disruption; The Ongoing Development of the Toolbox of Strategy; 4 The Strategy System or How to Combine Perspectives; The Institutional Zone - Neglected or Often Forgotten!; The Market Zone - the Traditional Zone at Work; The Internal Zone - Avoiding Internal Cannibalizing; The X-factor Universe versus the Recipe Universe; The X-factor Universe as a Destination; 5 What Triggers Strategy?"]
[{"$nulls":4},"Approaching the X-factor Universe with Value Creation or Value DestructionDiscovering Your Strategy; Four Triggers of Strategic "]
[{"$nulls":4},"Behaviour; Bridge Building across Perspectives; Laying Down the Strategy to Approach the X-factor Universe; 6 Exploiting Customer Attitudes; What Is a Customer?; Customers Viewed through Different Lenses; Customers Are no Longer Just Consumers!; The Break-up of Conventional Relationships; The Customer and the Brand; Customer-centric Marketing; Attitudes as Part of the X-factor Universe; 7 Revising the Product Portfolio"]
[{"$nulls":4},"The 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"]
[{"$nulls":4},"The Financial Circuit and Its Unique InfluenceThe Financial Circuit as a Vehicle to a Higher Return on Strategy; 9 Optimizing the Organizational Design; The Collectivistic Wolf Culture; The Liberalistic High Performance Culture; The Organizational Design - the Engine or the Pulse of a Company; Structure as the Backbone of a Corporation; The Search for Valuable Values; Culture as the Binding Glue; People - The Real Gasoline; The Organizational Design and Its Impact; 10 Spinning the Technological Chain; Technology in a Broad Sense; A Full Chain of Technology"]
[{"$nulls":4},"Technological Exuberance - Pouring Resources into the Deep Water"]
[null,null,null,"Sommario/riassunto","Why 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"]