Essentials of Strategic Management

Thomas Wunder

doi:10.34156/9783791057705

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Bibliographic data

Publication year: 2023
Publication date: 20.03.2023
ISBN-Print: 978-3-7910-5768-2
ISBN-Online: 978-3-7910-5770-5
Publisher: Schäffer-Poeschel, Stuttgart
Language: English
Pages: 620
Product type: Book Titles

Titelei/Inhaltsverzeichnis No access Pages 1 - 18
1. 1. 1. 1.1.1.1 Roots of Strategy No access
    2. 1.1.1.2 Business Views of Strategy: the 5 P’s No access
  2. 1. 1.1.2.1 Quest for Competitive Advantage No access
    2. 1.1.2.2 Fit of Markets and Resources No access
    3. 1.1.2.3 Being Different and Making Choices No access
    4. 1.1.2.4 Path to a Destination No access
    5. 1.1.2.5 Consistency in Behavior No access
    6. 1.1.2.6 Multiple Level and Theme Alignment No access
  3. 1. 1.1.3.1 Economic Value No access
    2. 1.1.3.2 Accounting Performance (Profitability) No access
    3. 1.1.3.3 Economic Performance and Shareholder Value No access
    4. 1.1.3.4 Corporate Sustainability Performance No access
2. 1. 1. 1.2.1.1 Rational Model No access
    2. 1.2.1.2 Bounded Rationality No access
    3. 1.2.1.3 Intuition No access
  2. 1. 1.2.2.1 Characteristics of Strategic Decision Situations No access
    2. 1.2.2.2 Dealing with Strategic Decision Situations No access
    3. 1.2.2.3 Cognitive Biases and How to Counter Them No access
3. 1. 1.3.1 Evolution of Strategic Management No access
  2. 1.3.2 Schools of Thought and Paradigms in Strategic Management No access
  3. 1. 1.3.3.1 Strategy Process No access
    2. 1.3.3.2 Structure and Corporate Culture No access
    3. 1.3.3.3 Strategic Leadership No access
  4. 1.3.4 Making Strategic Management Effective No access
4. 1.4 Summary No access
1. 1. 1. 2.1.1 The Company and Its Stakeholders No access
    2. 2.1.2 Developing a Strategic Analysis Framework No access
  2. 1. 2.2.1 Macroenvironment No access
    2. 1. 2.2.2.1 Defining the Relevant Market No access
      2. 2.2.2.2 Industry Profitability Analysis and Competitive Forces No access
    3. 1. 2.2.3.1 Markets and Customers No access
      2. 2.2.3.2 Competitors and Strategic Groups No access
      3. 2.2.3.3 Other External Stakeholders No access
  3. 1. 1. 2.3.1.1 Strengths and Weaknesses Profile No access
      2. 2.3.1.2 Value Chain Analysis No access
      3. 2.3.1.3 7-S-Model No access
      4. 2.3.1.4 Additional methods for internal strategic analysis No access
    2. 2.3.2 Identifying Core Competencies No access
  4. 1. 2.4.1 SWOT-based Strategic Analysis Summary No access
    2. 2.4.2 Portfolio-based Situation Assessment No access
    3. 2.4.3 Focal Points for Strategy Formulation No access
  5. 2.5 Summary No access
2. 1. 1. 3.1.1 Vision No access
    2. 3.1.2 Mission and Purpose No access
    3. 3.1.3 Values No access
  2. 1. 3.2.1 Corporate Parenting No access
    2. 1. 3.2.2.1 General Directional Strategies No access
      2. 3.2.2.2 Diversification Strategies No access
      3. 3.2.2.3 Vertical Integration Strategies No access
  3. 1. 1. 3.3.1.1 Whether to Go: Internationalization Motives No access
      2. 3.3.1.2 Where to Go: Country Market Selection No access
      3. 3.3.1.3 How to Go: Entry and Go-to-Market Strategy No access
    2. 1. 3.3.2.1 Strategy Postures in Multinational Corporations No access
      2. 3.3.2.2 Transnational Strategies No access
  4. 1. 1. 3.4.1.1 Market Penetration No access
      2. 3.4.1.2 Product Development No access
      3. 3.4.1.3 Market Development No access
    2. 1. 3.4.2.1 Best Product No access
      2. 3.4.2.2 Lock-in No access
      3. 3.4.2.3 Complete Customer Solution No access
    3. 1. 3.4.3.1 Cooperative Strategies No access
      2. 3.4.3.2 Blue Ocean Strategies No access
      3. 3.4.3.3 Sustainable Strategies No access
  5. 1. 1. 3.5.1.1 Business Model Frameworks No access
      2. 3.5.1.2 Key Building Blocks of a Business Model No access
      3. 3.5.1.3 Business Model Innovation No access
      4. 3.5.1.4 Business Model Patterns No access
    2. 1. 3.5.2.1 Characteristics of Sustainable Business Models No access
      2. 3.5.2.2 Design Methodologies for Sustainable Business Models No access
      3. 3.5.2.3 Sustainable Business Model Patterns No access
    3. 3.5.3 Benefits and Pitfalls for the Business Model Approach No access
    4. 3.5.4 Business Ecosystems No access
  6. 1. 1. 3.6.1.1 Plausibility No access
      2. 3.6.1.2 Consistency No access
      3. 3.6.1.3 Performance Impact No access
      4. 3.6.1.4 Business Risk No access
      5. 3.6.1.5 Stakeholder Compatibility No access
      6. 3.6.1.6 Internal Readiness No access
    2. 3.6.2 Strategic Choice—Selecting Strategy Options No access
  7. 3.7 Summary No access
1. 1. 1. 4.1.1 Barriers to Strategy Execution No access
    2. 4.1.2 Strategy Execution Excellence No access
  2. 1. 1. 4.2.1.1 Key Dimensions for Analyzing Organizational Culture No access
      2. 4.2.1.2 Integrating Strategy and Culture No access
    2. 1. 4.2.2.1 Organizational Structure No access
      2. 4.2.2.2 Business Processes No access
      3. 4.2.2.3 Managerial Systems No access
      4. 4.2.2.4 Integrating Strategy and Structure No access
  3. 1. 4.3.1 Developing a Strategy Execution System No access
    2. 1. 4.3.2.1 Deriving Strategic Goals No access
      2. 4.3.2.2 Developing a Strategy Map No access
      3. 4.3.2.3 Benefits and Pitfalls of Strategy Mapping No access
    3. 1. 4.3.3.1 Applying Strategic Themes No access
      2. 4.3.3.2 Identifying Strategy Alignment Needs No access
      3. 4.3.3.3 Sequencing Goals, Metrics and Actions No access
      4. 4.3.3.4 Setting Cascading Paths No access
      5. 4.3.3.5 Choosing Cascading Methods No access
      6. 4.3.3.6 Aligning Vertically and Horizontally No access
      7. 4.3.3.7 Benefits and Pitfalls of Strategy Alignment No access
    4. 1. 4.3.4.1 Developing a Balanced Scorecard No access
      2. 4.3.4.2 Setting Targets No access
      3. 4.3.4.3 Benefits and Pitfalls of Measuring Strategy No access
    5. 1. 4.3.5.1 Developing and Prioritizing Strategic Actions No access
      2. 4.3.5.2 Refining and Aligning Strategic Actions No access
      3. 4.3.5.3 Benefits and Pitfalls of Strategic Action Planning No access
    6. 1. 4.3.6.1 Resources No access
      2. 4.3.6.2 People No access
      3. 4.3.6.3 Management Information No access
      4. 4.3.6.4 Benefits and Pitfalls of Organizational Alignment No access
    7. 1. 4.3.7.1 Control Execution: Strategic Performance Reviews No access
      2. 4.3.7.2 Control Assumptions and Observe Environment No access
      3. 4.3.7.3 Test and Adapt Strategy No access
      4. 4.3.7.4 Benefits and Pitfalls of Strategic Control No access
  4. 4.4 Summary No access
1. 1. 1. Firm selection No access
    2. Company background No access
    3. Brief strategy review No access
2. 1. Stakeholders and strategic analysis framework No access
  2. External strategic analysis No access
  3. Internal strategic analysis No access
  4. Consolidation of the initial strategic situation No access
3. 1. Strategic guideposts No access
  2. Corporate strategy No access
  3. International strategy No access
  4. Business strategy No access
  5. Strategy option evaluation and choice No access
  6. Strategy execution No access
  7. Organizational design No access
  8. Describe the strategy No access
  9. Cascade and align the strategy No access
  10. Make strategy measurable No access
  11. Plan strategic actions No access
  12. Align organization to strategy No access
  13. Execute and control strategy No access
4. 1. Chapter 1: Foundations of Strategic Management No access
  2. Chapter 2: Strategic Analysis No access
  3. Chapter 3: Strategy Formulation No access
  4. Chapter 4: Strategy Execution No access
References No access Pages 567 - 604
Index No access Pages 605 - 618
The Author No access Pages 619 - 620