Buzzwords that every manager and CEO use - Strategic Analysis. What exactly is strategic analysis? What are strategy and strategic planning? This outstanding book provides details to help managers (often working at the firm level, somewhat untrained, and having poor use of tools) learn more about strategic analysis - how to plan and how to implement it. This book will help any manager overcome any problem by developing a systematic approach to conducting a strategic analysis. From assessing the general industry environment to analyzing industry forces and firm resources, well-known models are introduced and explained. By the end of the book, the author helps you select a strategy that is consistent with industry and firm specific conditions. Also inside, Warner tackles the underlying theory that any strategic process might seem fruitless, especially if it is treated as an episodic or occasional task. If the result of all that work is a document that gets put on a shelf or in a closet, what is the point? Warner details just how to develop the idea of strategic development, keeping it broad-based and as an ongoing process. Strategy may ultimately be the responsibility of the CEO but it needs, and benefits from, the engagement of others. Done right, that engagement and development align the organization more effectively. In addition, the models connect to and reinforce each other. To use them well requires reflection and revision. This book can help. Understand today how analysis becomes a lens you constantly bring to bear on your firm and its environment.
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Alfred Warner, Associate Professor of Management, Penn State University, USA.
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Paperback. Zustand: Very Good. No Jacket. May have limited writing in cover pages. Pages are unmarked. ~ ThriftBooks: Read More, Spend Less. Bestandsnummer des Verkäufers G160649175XI4N00
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Paperback. Zustand: Good. Strategy and strategic planning at the firm level often gets a bad reputation because managers aren't trained in it and the tools are unfamiliar, infrequently used and often poorly applied. The outcomes of these efforts can therefore be incomplete, biased, and far too subjective -- and the results disappointing. One purpose of this book is to overcome this problem of familiarity by developing a systematic approach to conducting a strategic analysis. From assessing the general industry environment to analyzing industry forces and firm resources, well known models are introduced and explained. This culminates in selecting a strategy that is consistent with industry and firm specific conditions. Another problem is that the entire strategic process might seem fruitless, especially if it is treated as an episodic or occasional task. If the result of all that work is a document that gets put on a shelf or in a closet, what is the point? The second purpose of this book is to develop the idea that strategic development is a broad based and ongoing process. Strategy may ultimately be the responsibility of the CEO but it needs (and benefits) from the engagement of others. Done right, that engagement and development aligns the organization more effectively. In addition, the models connect to and reinforce each other. To use them well requires reflection and revision. In short, the process is not ever completely done - it becomes less an end than a shared way of looking at the world. Bestandsnummer des Verkäufers 00102318216
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Paperback. Zustand: Good. Strategy and strategic planning at the firm level often gets a bad reputation because managers aren't trained in it and the tools are unfamiliar, infrequently used and often poorly applied. The outcomes of these efforts can therefore be incomplete, biased, and far too subjective -- and the results disappointing. One purpose of this book is to overcome this problem of familiarity by developing a systematic approach to conducting a strategic analysis. From assessing the general industry environment to analyzing industry forces and firm resources, well known models are introduced and explained. This culminates in selecting a strategy that is consistent with industry and firm specific conditions. Another problem is that the entire strategic process might seem fruitless, especially if it is treated as an episodic or occasional task. If the result of all that work is a document that gets put on a shelf or in a closet, what is the point? The second purpose of this book is to develop the idea that strategic development is a broad based and ongoing process. Strategy may ultimately be the responsibility of the CEO but it needs (and benefits) from the engagement of others. Done right, that engagement and development aligns the organization more effectively. In addition, the models connect to and reinforce each other. To use them well requires reflection and revision. In short, the process is not ever completely done - it becomes less an end than a shared way of looking at the world. Bestandsnummer des Verkäufers CIN160649175XG
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