Competitive Strategy Dynamics – Buch gebraucht kaufen

0471899496

(ISBN-13: 9780471899495)

wie neu

17,7 x 2,5 x 24,9 cm

346

755 g

Hardcover

Englisch

Zustand: Buch und orig. Schutzumschlag einwandfrei.

Inhalt:
"Preface ix
Acknowledgments xv
Part I
Getting Started l
1 The Critical Path—the Meaning of "Dynamics" 3
Strategie resources and performance 7
The problem of valuing businesses and their strategies 10
Industry factors and firm performance 12
2 Strategie Resources—the Fuel of Firm Performance 15
A sharper focus on Strategie resources 15
What is already known about resources and sustained performance 17
SWOT analysis—a poor basis for sound strategy 19
Winning and keeping resources 21
Defining and measuring resources and their flows 25
3 Getting Specific—Quantifying Change 31
Get quantitative!—the importance of scale, rates of change, and
time charts 31
Adding "lumps" of resource 34
Stimulating and exploiting potential resources 36
Developing resources within the business 41
Using time charts to estimate resource development 44
An illustrative scenario for staff development 45
Developing resources beyond the firm 46
The failure of correlation methods to explain business performance 47
4 Building the Machine—Reinforcing Feedback between Resources 51
Current approach to linkages within and beyond the business 51 "To he who hath shall be given"—the strength of complementary
resources 53 Resource interdependence—an example of self-reinforcement in
brand building 55
Reinforcing feedback—the magic of exponential growth (but dangers
of collapse) 61 Completing the resource-system in brands—adding limits to
potential resources, resource losses, and management decisions 63
Most resources need not be depleted to build others 65
Be clear where revenues and costs arise 66
Resource dynamics and value-chain analysis 68
A practical example—rejuvenating a knitwear brand 70
5 Removing the Brakes—Balancing Feedback Holds Back Growth 75
Recognizing balancing feedback 75
Further developments of the banking example 82
Self-balancing resources 83
A note on spreadsheets, System dynamics, and Simulation modeling 85
6 The Strategie Architecture—Designing the System to Perform 89
Industry example—new product development in car manufacture 90
A seven-step process for capturing the Strategie Architecture 91
Strategie Architecture: diagnosing performance challenges 105
Part II
Further Concepts 115
7 The Hard Face of Soft Factors—the Power of Intangible Resources 117
Features and impact of intangible resources 119
Measuring intangible resources 120 "Indirect" resources, reflecting people's feelings or expectations
regarding issues that concern them 121
Resource attributes 134
Integrating intangible resources into the Strategie architecture 149
8 Into Battle—the Dynamics of Rivalry 157
Type l rivalry: developing potential customers 158
Type 2 rivalry: capturing rivals' customers 175
Type 3 rivalry: competing for sales to shared customers 181
Simplifying multi-competitor dynamics: Strategie Groups 196
Extending rivalry to resources other than customers 198
9 Building the Capability to Perform 207
Measuring capabilities 210
Learning äs capability building 212 A process for dealing with capabilities in analyzing performance
dynamics 223
The impact of capabilities on performance of the entire business 225
From team learning to organizational learning 231
Leadership team competence 238
10 Keeping the Wheels on the Road—Steering the Dynamics of
Strategy 243
Managing a single resource—the "goal and control" structure 244
Dissecting interference between policies 256
Conflicting goals ' 264
Limits to human decision making 271
Interference between goals and policies 272
Goals, controls and the Balanced Scorecard (BSC) 276
Illustration of valuing a Strategie initiative 279
11 Further Developments on Existing Strategy Concepts 283
Other firm-level Strategy frameworks 284 Industry-level approaches to strategy 289 The strategy process 301 Further opportunities from a resource-system approach—corporate-level strategy 303
Appendix 307
References 317
Index 319"

Schlagworte: Betriebswirtschaft, Business & Management, Strategic Management, Strategisches Management, Wirtschaft

K465

This book offers a practical, fact-based approach to explain how enterprises deliver performance over time. Rigorous methods explain how to quantify the growth, decline and interdependence within the organisation's resources and capabilities as well as the continuous interactions with competitors and other external factors. These methods create clear and practical pictures of the strategic architecture driving earnings and other performance outcomes, not just for commercial firms, but for non-profit cases too. Management is then well-equipped to answer three crucial questions in their strategy development : why has the business performed as it has to date? where is performance headed in the future if we carry on as now? and how can we alter this future for the better? The book provides the basis for an entire course on the time-based perspective on competitive strategy, connecting strongly to established static frameworks. Alternatively it offers a vital missing component for existing courses in strategy and general management, as well as a key reference text for professionals in corporate development, consulting and business analysis.

2002

R20180402a-02