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Book Description
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.
Table of Contents
- Title Page
- Copyright
- Table of Contents
- Preface
- Chapter 1: Strategy as Process and Product, or, How to Build a Business Strategy Without Too Much Pain
- Chapter 2: Setting the Scope of Analysis: Defining Your Industry
- Chapter 3: Analyzing the General Environment: PEST or PESTLE Assessment
- Chapter 4: Porter’s Five Forces Model, Part 1: Barriers to Entry
- Chapter 5: Porter’s Five Forces Model, Part 2: The Power of Suppliers, Buyers, Substitutes, and Rivalry
- Chapter 6: Why Performance Differs: The Resource-Based View of the Firm
- Chapter 7: Deciding What to Do: Models for Strategy Formulation
- Chapter 8: Strategic Positions for Volatile Industries
- Chapter 9: Some Final Thoughts on Practice and Improvisation
- Notes
- References