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Produktbild: Competitive Strategy Dynamics

Competitive Strategy Dynamics

89,99 €

inkl. gesetzl. MwSt., Versandkostenfrei

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Beschreibung

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

02.08.2002

Verlag

John Wiley & Sons

Seitenzahl

330

Maße (L/B/H)

24,9/17,4/2,5 cm

Gewicht

737 g

Auflage

1. Auflage

Sprache

Englisch

ISBN

978-0-471-89949-5

Beschreibung

Rezension

"...many valuable ideas..." (Long Range Planning, Vol 37 2004)

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

02.08.2002

Verlag

John Wiley & Sons

Seitenzahl

330

Maße (L/B/H)

24,9/17,4/2,5 cm

Gewicht

737 g

Auflage

1. Auflage

Sprache

Englisch

ISBN

978-0-471-89949-5

Herstelleradresse

Libri GmbH
Europaallee 1
36244 Bad Hersfeld
DE

Email: gpsr@libri.de

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  • Produktbild: Competitive Strategy Dynamics

  • Preface ix

    Acknowledgments xv

    Part I Getting Started 1

    1 The Critical Path-the Meaning of ''Dynamics'' 3

    Strategic resources and performance 7

    The problem of valuing businesses and their strategies 10

    Industry factors and firm performance 12

    2 Strategic Resources-the Fuel of Firm Performance 15

    A sharper focus on strategic 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 Strategic Architecture-Designing the System to Perform 89

    Industry example-new product development in car manufacture 90

    A seven-step process for capturing the Strategic Architecture 91

    Strategic 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 strategic architecture 149

    8 Into Battle-the Dynamics of Rivalry 157

    Type 1 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: Strategic Groups 196

    Extending rivalry to resources other than customers 198

    9 Building the Capability to Perform 207

    Measuring capabilities 210

    Learning as 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 strategic 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