Liam Fahey, Robert M. Randall
The Portable MBA in Strategy
Herausgegeben:Fahey, Liam; Randall, Robert M.
Liam Fahey, Robert M. Randall
The Portable MBA in Strategy
Herausgegeben:Fahey, Liam; Randall, Robert M.
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Diese 2. aktualisierte und erweiterte Auflage erläutert die neuesten Methoden für erfolgreichen Wettbewerb. Lernen auch Sie, wie führende Unternehmen ihre Konkurrenten aus dem Feld schlagen, wie sie als erste wichtige Markttrends aufspüren, die besten alternativen Strategien erkennen, und einzigartige Fähigkeiten entwickeln. Jedes Kapitel enthält erprobte Techniken - angefangen bei Geschäftsbereichsstrategien über Branchenanalysen bis hin zum E-Commerce. Mit einer Fülle anschaulicher Beispiele.
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Diese 2. aktualisierte und erweiterte Auflage erläutert die neuesten Methoden für erfolgreichen Wettbewerb. Lernen auch Sie, wie führende Unternehmen ihre Konkurrenten aus dem Feld schlagen, wie sie als erste wichtige Markttrends aufspüren, die besten alternativen Strategien erkennen, und einzigartige Fähigkeiten entwickeln. Jedes Kapitel enthält erprobte Techniken - angefangen bei Geschäftsbereichsstrategien über Branchenanalysen bis hin zum E-Commerce. Mit einer Fülle anschaulicher Beispiele.
Produktdetails
- Produktdetails
- The Portable MBA
- Verlag: Wiley & Sons
- 2. Aufl.
- Seitenzahl: 432
- Erscheinungstermin: 16. November 2000
- Englisch
- Abmessung: 260mm x 183mm x 28mm
- Gewicht: 980g
- ISBN-13: 9780471197089
- ISBN-10: 0471197084
- Artikelnr.: 09289100
- The Portable MBA
- Verlag: Wiley & Sons
- 2. Aufl.
- Seitenzahl: 432
- Erscheinungstermin: 16. November 2000
- Englisch
- Abmessung: 260mm x 183mm x 28mm
- Gewicht: 980g
- ISBN-13: 9780471197089
- ISBN-10: 0471197084
- Artikelnr.: 09289100
LIAM FAHEY, an Adjunct Professor of Strategic Management at Babson College and Visiting Professor of Strategic Management at the Cranfield School of Management, consults for leading North American and European firms on competitive strategy and analysis. A frequent speaker in executive education programs and business management conferences, he is the author of Competitors (Wiley, 1999). ROBERT M. RANDALL heads a New York-based publishing business and writes strategy articles, books, and white papers. He has held management positions in several Fortune 500 companies and edited several magazines for corporate decision-makers. He and Liam Fahey also collaborated on Learning from the Future (Wiley, 1998), a guide to scenario planning for managers.
STRATEGY: WINNING IN THE MARKETPLACE. Managing Marketplace Strategy (L.
Fahey & R. Randall). Corporate Strategy: Managing a Set of Businesses (H.
Christensen). Business Unit Strategy: The Quest for Competitive Advantage
(A. Gupta). Competing across Locations: Enhancing Competitive Advantage
through a Global Strategy (M. Porter). Strategy for the Small Business (I.
Dahaime). Digital Strategy (J. Sampler). Political Strategy: Managing the
Political and Social Environment (J. Mahon, et al.). STRATEGY INPUTS:
ANALYZING THE EXTERNAL AND INTERNAL ENVIRONMENTS. Mapping the Business
Landscape (D. Collis & P. Ghemawat). Macroenvironmental Analysis:
Understanding the Environment Outside the Industry (V. Narayanan & L.
Fahey). A Strategic Assessment of an Organization's Assets (L. Fahey).
Creating and Leveraging Core Competencies (C. Prahalad, et al.). STRATEGY
MAKING: IDENTIFYING AND EVALUATING STRATEGIC ALTERNATIVES. Identifying and
Developing Strategy Alternatives (M. Lyles & L. Fahey). Evaluating
Strategic Alternatives (G. Day). MANAGING STRATEGIC CHANGE: LINKNG STRATEGY
AND ACTION. Strategic Change: How to Realign the Organization to Implement
Strategy (R. Eisenstat & M. Beer). Strategic Change: Reconfiguring
Operational Processes to Implement Strategy (E. Hart). Strategic Change:
Managing Strategy Making through Planning and Administrative Systems (J.
Grant & N. Rajagopalan). Strategic Change: Devising a Context-Sensitive
Approach to Implementation (J. Balogun & V. Hope-Hailey). There Is No
Universal Strategy Formula (I. Wilson). About the Authors. Index.
Fahey & R. Randall). Corporate Strategy: Managing a Set of Businesses (H.
Christensen). Business Unit Strategy: The Quest for Competitive Advantage
(A. Gupta). Competing across Locations: Enhancing Competitive Advantage
through a Global Strategy (M. Porter). Strategy for the Small Business (I.
Dahaime). Digital Strategy (J. Sampler). Political Strategy: Managing the
Political and Social Environment (J. Mahon, et al.). STRATEGY INPUTS:
ANALYZING THE EXTERNAL AND INTERNAL ENVIRONMENTS. Mapping the Business
Landscape (D. Collis & P. Ghemawat). Macroenvironmental Analysis:
Understanding the Environment Outside the Industry (V. Narayanan & L.
Fahey). A Strategic Assessment of an Organization's Assets (L. Fahey).
Creating and Leveraging Core Competencies (C. Prahalad, et al.). STRATEGY
MAKING: IDENTIFYING AND EVALUATING STRATEGIC ALTERNATIVES. Identifying and
Developing Strategy Alternatives (M. Lyles & L. Fahey). Evaluating
Strategic Alternatives (G. Day). MANAGING STRATEGIC CHANGE: LINKNG STRATEGY
AND ACTION. Strategic Change: How to Realign the Organization to Implement
Strategy (R. Eisenstat & M. Beer). Strategic Change: Reconfiguring
Operational Processes to Implement Strategy (E. Hart). Strategic Change:
Managing Strategy Making through Planning and Administrative Systems (J.
Grant & N. Rajagopalan). Strategic Change: Devising a Context-Sensitive
Approach to Implementation (J. Balogun & V. Hope-Hailey). There Is No
Universal Strategy Formula (I. Wilson). About the Authors. Index.
STRATEGY: WINNING IN THE MARKETPLACE. Managing Marketplace Strategy (L.
Fahey & R. Randall). Corporate Strategy: Managing a Set of Businesses (H.
Christensen). Business Unit Strategy: The Quest for Competitive Advantage
(A. Gupta). Competing across Locations: Enhancing Competitive Advantage
through a Global Strategy (M. Porter). Strategy for the Small Business (I.
Dahaime). Digital Strategy (J. Sampler). Political Strategy: Managing the
Political and Social Environment (J. Mahon, et al.). STRATEGY INPUTS:
ANALYZING THE EXTERNAL AND INTERNAL ENVIRONMENTS. Mapping the Business
Landscape (D. Collis & P. Ghemawat). Macroenvironmental Analysis:
Understanding the Environment Outside the Industry (V. Narayanan & L.
Fahey). A Strategic Assessment of an Organization's Assets (L. Fahey).
Creating and Leveraging Core Competencies (C. Prahalad, et al.). STRATEGY
MAKING: IDENTIFYING AND EVALUATING STRATEGIC ALTERNATIVES. Identifying and
Developing Strategy Alternatives (M. Lyles & L. Fahey). Evaluating
Strategic Alternatives (G. Day). MANAGING STRATEGIC CHANGE: LINKNG STRATEGY
AND ACTION. Strategic Change: How to Realign the Organization to Implement
Strategy (R. Eisenstat & M. Beer). Strategic Change: Reconfiguring
Operational Processes to Implement Strategy (E. Hart). Strategic Change:
Managing Strategy Making through Planning and Administrative Systems (J.
Grant & N. Rajagopalan). Strategic Change: Devising a Context-Sensitive
Approach to Implementation (J. Balogun & V. Hope-Hailey). There Is No
Universal Strategy Formula (I. Wilson). About the Authors. Index.
Fahey & R. Randall). Corporate Strategy: Managing a Set of Businesses (H.
Christensen). Business Unit Strategy: The Quest for Competitive Advantage
(A. Gupta). Competing across Locations: Enhancing Competitive Advantage
through a Global Strategy (M. Porter). Strategy for the Small Business (I.
Dahaime). Digital Strategy (J. Sampler). Political Strategy: Managing the
Political and Social Environment (J. Mahon, et al.). STRATEGY INPUTS:
ANALYZING THE EXTERNAL AND INTERNAL ENVIRONMENTS. Mapping the Business
Landscape (D. Collis & P. Ghemawat). Macroenvironmental Analysis:
Understanding the Environment Outside the Industry (V. Narayanan & L.
Fahey). A Strategic Assessment of an Organization's Assets (L. Fahey).
Creating and Leveraging Core Competencies (C. Prahalad, et al.). STRATEGY
MAKING: IDENTIFYING AND EVALUATING STRATEGIC ALTERNATIVES. Identifying and
Developing Strategy Alternatives (M. Lyles & L. Fahey). Evaluating
Strategic Alternatives (G. Day). MANAGING STRATEGIC CHANGE: LINKNG STRATEGY
AND ACTION. Strategic Change: How to Realign the Organization to Implement
Strategy (R. Eisenstat & M. Beer). Strategic Change: Reconfiguring
Operational Processes to Implement Strategy (E. Hart). Strategic Change:
Managing Strategy Making through Planning and Administrative Systems (J.
Grant & N. Rajagopalan). Strategic Change: Devising a Context-Sensitive
Approach to Implementation (J. Balogun & V. Hope-Hailey). There Is No
Universal Strategy Formula (I. Wilson). About the Authors. Index.