Autore	Evans Vaughan <1951->
Edizione	[1st edition]
Pubbl/distr/stampa	Harlow, England : , : Pearson, , 2014
Descrizione fisica	1 online resource (xxviii, 193 pages) : illustrations
Disciplina	658.4012
Soggetto topico	Strategic planning Organizational effectiveness Management
ISBN	1-292-01645-0
Formato	Materiale a stampa
Livello bibliografico	Monografia
Lingua di pubblicazione	eng
Nota di contenuto	Cover -- Contents -- About the author -- Publisher's acknowledgements -- Introduction -- Top 10 do's and don'ts of strategy development -- Chapter 1: Identifying key segments -- Using it: IBM -- Chapter 2: Setting long-term goals -- Using it: Virgin Galactic -- Chapter 3: Setting SMART objective -- Using it: the BBC -- Chapter 4: Core ideology (Collins and Porras) -- Using it: Sony -- Chapter 5: The HOOF approach to demand forecasting (Evans) -- Using it: Apps -- Chapter 6: The five forces (Porter) -- Using it: Blockbuster -- Chapter 7: Rating competitive position -- Using it: Samuel Adams -- Chapter 8: The resource and capability strengths/ importance matrix (Grant) -- Using it: Virgin Group -- Chapter 9: The value chain (Porter) -- Using it: Zara -- Chapter 10: The product/market matrix (Ansoff) -- Using it: Virgin Cola -- Chapter 11: The attractiveness/advantage matrix (GE/McKinsey) -- Using it: Extramural Ltd -- Chapter 12: The growth/share matrix (BCG) -- Using it: Extramural Ltd -- Chapter 13: Three generic strategies (Porter) -- Using it: Southwest Airlines -- Chapter 14: The experience curve (BCG) -- Using it: New energy technologies -- Chapter 15: Blue ocean strategy (Kim and Mauborgne) -- Using it: Cirque du Soleil -- Chapter 16: Optimising the corporate portfolio -- Using it: Extramural Ltd -- Chapter 17: Creating value through mergers, acquisitions and alliances -- Using it: Lloyds Banking Group -- Chapter 18: Creating parenting value (Goold, Campbell and Alexander) -- Using it: Energy companies and their mineral subsidiaries -- Chapter 19: Core competences (Hamel and Prahalad) -- Using it: Red Bull -- Chapter 20: Deliberate and emergent strategy (Mintzberg) -- Using it: Facebook -- Chapter 21: Profit from the core (Zook) -- Using it: Marvel Entertainment -- Chapter 22: Disruptive technologies (Christensen). Using it: Toyota Motor Corporation -- Chapter 23: Good strategy, bad strategy (Rumelt) -- Using it: Wal-Mart -- Chapter 24: Innovation hot spots (Gratton) -- Using it: Linux -- Chapter 25: The Suns & Clouds Chart (Evans) -- Using it: Madonna -- Conclusion -- Ten useful strategy books to read next -- Glossary of terms -- References and further reading -- Index.
Altri titoli varianti	Twenty-five need-to-know strategy tools
Record Nr.	UNINA-9910150325703321

Autore	Evans Vaughan <1951->
Edizione	[1st edition]
Pubbl/distr/stampa	Harlow, England : , : Pearson, , 2013
Descrizione fisica	1 online resource (xiv, 247 pages) : illustrations
Disciplina	658.4/012
Collana	FT essential guides
Soggetto topico	Strategic planning Business planning
ISBN	1-292-00281-6
Formato	Materiale a stampa
Livello bibliografico	Monografia
Lingua di pubblicazione	eng
Nota di contenuto	Cover -- Contents -- Acknowledgements -- About the author -- Introduction -- Why strategy? -- What is strategy? -- What is the output? -- What is the outcome? -- What is a strategic plan? -- What is strategic planning? -- The Strategy Pyramid -- Business vs corporate strategy -- Essential case study: Extramural Ltd -- Part 1: Strategy development -- Chapter 1: Knowing your business -- Identifying key segments -- Essential example: Apple's saviour segments -- Segmentation in a start-up -- Essential case study: Extramural Ltd - the business -- Chapter 2: Setting goals and objectives -- Setting long-term goals -- Essential example: Life at Mars -- Setting SMART objectives -- Essential case study: Extramural Ltd - goals and objectives -- Chapter 3: Forecasting market demand -- Sizing the market -- Forecasting market demand -- Essential tool: Moving averages -- Essential example: No wrap for the cinema -- Forecasting demand for a start-up -- Market demand risks and opportunities -- Essential case study: Extramural Ltd - market demand -- Chapter 4: Gauging industry competition -- Assessing competitive intensity -- Assigning customer purchasing criteria -- Deriving key success factors -- Essential tool: Economies of scale -- Essential example: Jessops is shuttered -- Gauging competition in a start-up -- Industry competition risks and opportunities -- Essential case study: Extramural Ltd - competition -- Chapter 5: Tracking competitive advantage -- Rating competitive position -- Essential tool: Product/market risk -- Reviewing resources and capabilities -- Essential tool: The value chain -- Essential example: The everlasting Monsoon -- Creating competitive advantage in a start-up -- Essential example: Of diet, dance and detectives -- Essential case study: Extramural Ltd - advantage -- Chapter 6: Targeting the strategic gap -- Targeting the portfolio gap. Targeting the capability gap -- Profiling the ideal player -- Specifying the target gap -- Essential example: Could Liverpool FC be champions again? -- Targeting the gap in a start-up -- Essential case study: Extramural Ltd - the strategic gap -- Chapter 7: Bridging the gap: business strategy -- Opting for a generic strategy -- Essential tool: The experience curve -- Strategic repositioning and shaping profit growth options -- Essential tool: Uncontested market space -- Making the strategic investment decision -- Essential example: Sainsbury's fights back -- Bridging the gap for a start-up -- Business strategic risks and opportunities -- Essential case study: Extramural Ltd - business strategy -- Chapter 8: Bridging the gap: corporate strategy -- Optimising the corporate portfolio -- Essential tool: The growth/share matrix -- Creating value through mergers, acquisitions and alliances -- Essential tool: Parenting value -- Building strategically valuable resources -- Essential tool: Building core competences -- Essential example: UU U-turn -- Corporate strategic risks and opportunities -- Essential case study: Extramural Ltd - corporate strategy -- Chapter 9: Addressing risk and opportunity -- Reviewing the plan in a market context -- Appraising opportunity versus risk -- Essential tool: Expected value and sensitivity analysis -- Essential example: Britney does it again -- Essential case study: Extramural Ltd - risk -- Part 2: Strategic planning -- Chapter 10: The strategic plan -- Strategy + Business Plan = Strategic Plan -- Contents of a strategic plan -- Reviewing the plan -- Chapter 11: The strategic planning process -- Strategic planning in a multi-business corporation -- Essential tool: Deliberate vs emergent strategy -- Strategic planning in a medium-sized enterprise -- Strategic planning in a small company -- Strategic planning for a start-up. Conclusion -- Appendix: Structured interviewing -- Further reading -- Glossary -- Index.
Record Nr.	UNINA-9910153368803321

Autore	Evans Vaughan <1951->
Edizione	[1st ed.]
Pubbl/distr/stampa	Harlow, England : , : Pearson, , [2013]
Descrizione fisica	1 online resource (377 pages)
Disciplina	658.4/012
Soggetto topico	Strategic planning
ISBN	0-273-77912-5 0-273-77911-7
Formato	Materiale a stampa
Livello bibliografico	Monografia
Lingua di pubblicazione	eng
Nota di contenuto	Cover -- Contents -- About the author -- Publisher's acknowledgements -- Introduction -- The Strategy Pyramid -- How to use this book -- Business vs corporate strategy -- Section 1 Knowing your business -- Overview -- Essential tools -- Identifying key segments -- Issue analysis (Minto) -- Example: British Aerospace's super segment -- Useful tools -- The 80/20 principle (Pareto) -- The segmentation mincer (Koch) -- 5C situation analysis -- SWOT analysis (Andrews) -- Section 2 Setting goals and objectives -- Overview -- Essential tools -- Setting long-term goals -- Setting SMART objectives -- Maximising shareholder value -- Balancing stakeholder interests (corporate social responsibility) -- Example: Which goals count for RBS? -- Useful tools -- Creating shared value (Porter and Kramer) -- Economic value added (Stern Stewart) -- Balanced scorecard and strategy map (Kaplan and Norton) -- Core ideology (Collins and Porras) -- Business as a community (Handy) -- Section 3 Forecasting market demand -- Overview -- Essential tools -- Sizing the market and marketcrafting (Evans) -- The HOOF approach to demand forecasting (Evans) -- Example: Galileo's hiccup in market demand -- Useful tools -- Smoothing with moving averages -- Income elasticity of demand -- Survey methods of demand forecasting -- Survey of customers' intentions -- Salesforce estimation method -- The Delphi method -- Pilot test marketing -- Statistical methods of demand forecasting -- Trend projection -- Regression analysis -- Barometric method (NBER) -- Section 4 Gauging industry competition -- Overview -- Essential tools -- The five forces (Porter) -- Assessing customer purchasing criteria -- Deriving key success factors -- Example: Woolworths succumbs to the five forces -- Useful tools -- Weighing economies of scale -- Corporate environment as a sixth force. Complements as a sixth force (Brandenburger and Nalebuff) -- PESTEL analysis -- Section 5 Tracking competitive advantage -- Overview -- Essential tools -- Rating competitive position -- The resource and capability strengths/importance matrix (Grant) -- Example: Cobra Beer's clever competitive advantage -- Useful tools -- The value chain (Porter) -- The product/market matrix (Ansoff) -- Cross, spider and comb charts -- Benchmarking -- Structured interviewing -- Section 6 Targeting the strategic gap -- Overview -- Essential tools -- The attractiveness/advantage matrix (GE/McKinsey) -- The growth/share matrix (BCG) -- Profiling the ideal player -- Identifying the capability gap -- Example: Komatsu targets the cat -- Useful tools -- The strategic condition matrix (Arthur D. Little) -- The 7S framework (McKinsey) -- The opportunity/vulnerability matrix (Bain/L.E.K.) -- Brainstorming -- Scenario planning -- Section 7 Bridging the gap: business strategy -- Overview -- Essential tools -- Three generic strategies (Porter) -- The experience curve (BCG) -- Strategic repositioning and shaping profit growth options -- Making the strategic investment decision -- Blue ocean strategy (Kim and Mauborgne) -- Example: Could Facebook be undone the way it undid MySpace? -- Useful tools -- The tipping point (Gladwell) -- Price elasticity of demand (Marshall) -- PIMS (GE/SPI) -- The 4Ps marketing mix (McCarthy) -- Product quality and satisfaction (Kano) -- The hierarchy of needs (Maslow) -- The bottom of the pyramid (Prahalad and Leiberthal) -- Business process redesign (Hammer and Champy) -- Outsourcing -- Section 8 Bridging the gap: corporate strategy -- Overview -- Essential tools -- Optimising the corporate portfolio -- Creating value from mergers, acquisitions and alliances -- The corporate restrcturing hexagon (McKinsey). Creating parenting value (Goold, Campbell and Alexander) -- Core competences (Hamel and Prahalad) -- Strategically valuable resources (Collis and Montgomery) -- Example: Virgin's brand as resource-based strategy -- Useful tools -- Strategically distinctive resources (Barney) -- Distinctive capabilities (Kay) -- Distinctive competences (Snow and Hrebiniak) -- Dramatic capabilities (Teece, Pisano and Shuen) -- Deliberate and emergent strategy (Mintzberg) -- Stick to the knitting (Peters and Waterman) -- Profit from the core (Zook) -- The market-driven organisation (Day) -- Value disciplines (Treacy and Wiersema) -- Disruptive technologies (Christensen) -- Co-opetition (Brandenburger and Nalebuff) -- Growth and crisis (Greiner) -- Good strategy, bad strategy (Rumelt) -- Innovation hot spots (Gratton) -- Strategy as orientation or animation (Cummings and Wilson) -- The knowledge spiral (Nonaka and Takeuchi) -- The eight phases of change (Kotter) -- Section 9 Addressing risk and opportunity -- Overview -- Essentical tools -- Strategic due diligence and the market contextual plan review (Evans) -- The suns & clouds chart (Evans) -- Example: Were the Beatles worth the risk? -- Useful tools -- The composite risk index and the 5x5 risk matrix -- The risk management matrix -- Expected value and sensitivity analysis -- Black swans (Taleb) -- Strategic bets (Burgelman and Grove) -- Conclusion -- References and further reading -- Glossary -- Index.
Record Nr.	UNINA-9910151652003321