Verfügbarkeit: The Quintessence of Strategic Management

Gespeichert in:

Bibliographische Detailangaben
Beteiligte Personen:	Kotler, Philip 1931- (VerfasserIn), Berger, Roland 1937- (VerfasserIn), Bickhoff, Nils 1969- (VerfasserIn)
Weitere beteiligte Personen:	Jokubauskas, Claire (ÜbersetzerIn)
Format:	Buch
Sprache:	Englisch
Veröffentlicht:	Berlin Springer 2010
Ausgabe:	1. ed.
Schlagwörter:	Strategisches Management Strategic planning Strategic management Wettbewerbsvorteil
Links:	http://deposit.dnb.de/cgi-bin/dokserv?id=3493191&prov=M&dok_var=1&dok_ext=htm http://www.loc.gov/catdir/enhancements/fy1107/2010932775-b.html http://www.loc.gov/catdir/enhancements/fy1107/2010932775-d.html http://www.loc.gov/catdir/enhancements/fy1107/2010932775-t.html http://www.springer.com/de/book/9783642145438 http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=020525001&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=020525001&sequence=000003&line_number=0002&func_code=DB_RECORDS&service_type=MEDIA
Umfang:	VIII, 130 S. Ill., graph. Darst., Kt.
ISBN:	3642145434 9783642145438

Internformat

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Datensatz im Suchindex

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adam_text	TABLE OF CONTENTS INTRODUCTION: ESSENTIAL STRATEGY KNOW-HOW AND NOTHING MORE 1 1 STRATEGY AND STRATEGIC MANAGEMENT: A FIRST BASIC UNDER- STANDING 5 1.1 WHAT IS STRATEGY AND HOW IS IT DEVELOPED? 5 1.1.1 MODERN OPINIONS 5 1.1.2 BASIC HISTORICAL CONCEPTS 6 1.1.3 A FIRST EXAMPLE: THE SECOND PUNIC WAR 8 1.2 THE THEORETICAL RESPONSE: STRATEGY AS AN INTEGRATED CONCEPT 12 1.2.1 STRATEGY 12 1.2.2 STRATEGIC MANAGEMENT 14 1.3 THE PROCESS-BASED RESPONSE: STRATEGIC PLANNING - AN ORGANIZED UNDERSTANDING OF STRATEGY PROCESSES 15 1.3.1 GENERAL PLANNING 15 1.3.2 STRATEGIC PLANNING 17 1.3.3 OPERATIONAL PLANNING 17 1.3.4 STEERING AND CONTROLLING THE OPERATIONAL PLANNING 17 1.3.5 IMPLICATIONS OF STRATEGIC PLANNINGAS A CONCEPT 17 1.4 THE INNOVATIVE RESPONSE: CREATIVE RULE-BREAKING AS AN ALTERNATIVE WAY OF EXECUTING STRATEGY PROCESSES 19 1.4.1 WHY RULES NEED TO BE BROKEN 19 1.4.2 THE RULE-BREAKING STRATEGY CREATOR - FOUR STEPS TO BREAKING THE RULES 21 BIBLIOGRAFISCHE INFORMATIONEN HTTP://D-NB.INFO/1003553273 DIGITALISIERT DURCH 2.4.2 THE THREE COMPONENTS OF A BUSINESS MODEL 56 2 STRATEGIE FRAMES OF REFERENCE: THE KEY TOOLS OF STRATEGY DETERMINATION, THEIR PRINCIPLES, AND HOW THEY INTERACT 27 2.1 WHY IT IS IMPORTANT TO STRUCTURE THE MARKET, THE COMPETITION, AND YOUR OWN COMPANY PROPERLY 28 2.1.1 INTERDEPENDENCIES BETWEEN THE KEY APPROACHES 28 2.1.2 THE HARVARD BUSINESS SCHOOL SWOT ANALYSIS - THE DATA BASIS FOR ALL INTERPRETIVE TOOLS OF STRATEGY DETERMINATION 30 2.2 ANALYZING CORPORATE STRATEGIES 34 2.2.1 HORIZONTAL GROWTH OPTIONS: ANSOFF S PRODUCT/MARKET MATRIX 35 2.2.2 PORTFOLIO MANAGEMENT: PORTFOLIO ANALYSIS (MATRIX).... 38 2.3 ANALYZING BUSINESS STRATEGIES 44 2.3.1 THE MARKET-BASED VIEW: THE STRUCTURE-CONDUCT- PERFORMANCE PARADIGM AND PORTER S FIVE FORCES 45 2.3.2 THE RESOURCE-BASED VIEW: THE CORE COMPETENCY APPROACH 50 2.3.3 DYNAMIC MARKETS: THE SIMPLE RULES APPROACH 51 2.4 NETWORK APPROACHES: THE BUSINESS MODEL - AN INTE- GRATIVE FRAME OF REFERENCE FOR DESCRIBING A STRATEGY 54 2.4.1 FROM OLD TO NEW BUSINESS MODELS 55 SUMMARY: IT S YOUR TURN! 125 3 CURRENT FOCAL AREAS IN STRATEGY PRACTICE: FOUR SIGNIFICANT MANAGEMENT CONCEPTS OF THE PAST 20 YEARS 65 3.1 GROWTH STRATEGIES 67 3.1.1 VALUE-BASED MANAGEMENT, PROTECTING YOUR MARKET SHARE, LIMITS AND APPROACHES 67 3.1.2 SEVEN GROWTH STRATEGIES IN STRATEGY PRACTICE 74 3.2 BUSINESS PROCESS REENGINEERING 79 3.2.1 BELIEF AND REALITY 79 3.2.2 AN IMPLEMENTATION EXAMPLE 90 3.3 STRATEGIC BRAND MANAGEMENT 96 3.3.1 THE BRAND: COMPLEX AND MEANWHILE INDISPENSABLE.... 97 3.3.2 EXAMPLES OF BRAND EVALUATION USING POSITIONING ANALYSIS 108 3.4 STRATEGIC GAMING 113 3.4.1 GAME THEORY: A WAY OF DYNAMICALLY MODELING THE COMPETITION 114 3.4.2 DYNAMIC COMPETITIVE SIMULATION IN REALITY 120 1 2 Introduction: Essential Strategy Know-How and Nothing More............................................................... Reference............................................................................... Strategy and Strategic Management: A First Basic Understanding...................................................................... 2.1 What Is Strategy and How Is It Developed?.............. 2.1.1 Modem Opinions.............................................. 2.1.2 Basic Historical Concepts................................ 2.1.3 A First Example: The Second Punic War. ... 2.2 The Theoretical Response: Strategy as an Integrated Concept......................................................................... 2.2.1 Strategy............................................................. 2.2.2 Strategic Management...................................... 2.3 The Process-Based Response: Strategic Planning—An Organized Understanding of Strategy Processes......... 2.3.1 General Planning.............................................. 2.3.2 Strategic Planning............................................ 2.3.3 Operational Planning........................................ 2.3.4 Steering and Controlling the Operational Planning........................................ 2.3.5 Implications of Strategic Planning as a Concept.......................................................... 2.4 The Innovative Response: Creative Rule-Breaking as an Alternative Way of Executing Strategy Processes....................................................................... 2.4.1 Why Rules Need to Be Broken........................ 2.4.2 The Rule-Breaking Strategy Creator: Four Steps to Breaking the Rules............................. References............................................................................. 1 3 5 5 5 6 7 10 10 11 12 12 14 14 14 15 16 16 17 22 v VI 3 4 Contents Strategic Frames of Reference: The Key Tools of Strategy Determination, Their Principles, and How They Interact........................................................................ 3.1 Why It Is Important to Structure the Market, the Competition, and Your Own Company Properly........ 3.1.1 Interdependencies Between the Key Approaches....................................................... 3.1.2 The Harvard Business School SWOT Analysis: The Data Basis for All Interpretive Tools of Strategy Determination.................................... 3.2 Analyzing Corporate Strategies................................... 3.2.1 Horizontal Growth Options: Ansoff’s Product/ Market Matrix.................................................. 3.2.2 Portfolio Management: Portfolio Analysis (Matrix)............................................................. 3.3 Analyzing Business Strategies..................................... 3.3.1 The Market-Based View: The StructureConduct-Performance Paradigm and Porter’s Five Forces....................................................... 3.3.2 The Resource-Based View: The Core Competency Approach..................................... 3.3.3 Dynamic Markets: The Simple Rules Approach.......................................................... 3.4 Network Approaches: The BusinessModel—An Integrative Frame of Reference for Describing a Strategy......................................................................... 3.4.1 From Old to New Business Models................. 3.4.2 The Three Components of a Business Model................................................................ References............................................................................. Current Focal Areas in Strategy Practice: Four Significant Management Concepts of the Past 20 Years........................................................................ 4.1 Growth Strategies.......................................................... 4.1.1 Value-Based Management, Protecting Your Market Share, Limits and Approaches............ 4.1.2 Seven Growth Strategies in Strategy Practice............................................................. 23 24 24 26 29 29 32 37 38 42 43 45 46 47 52 55 57 57 63 Contents vii 4.2 Business Process Reengineering.............................. . . 66 4.2.1 Belief and Reality............................................. 67 4.2.2 An Implementation Example........................... 75 4.3 Strategic Brand Management....................................... 81 4.3.1 The Brand: Complex and Meanwhile Indispensable.................................................. 82 4.3.2 Examples of Brand Evaluation Using Positioning Analysis......................................... 91 4.4 Strategic Gaming.......................................................... 95 4.4.1 Game Theory: A Way of Dynamically Modeling the Competition............................... 95 4.4.2 Dynamic Competitive Simulation in Reality.......................................................... 101 References............................................................................. 104 5 Summary: It’s Your Turn!................................................. 107 About the Authors..................................................................... 109 Bibliography............................................................................... Ill
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owner_facet	DE-2070s DE-1051 DE-20 DE-1049 DE-862 DE-BY-FWS DE-860 DE-384
physical	VIII, 130 S. Ill., graph. Darst., Kt.
publishDate	2010
publishDateSearch	2010
publishDateSort	2010
publisher	Springer
record_format	marc
spellingShingle	Kotler, Philip 1931- Berger, Roland 1937- Bickhoff, Nils 1969- The Quintessence of Strategic Management What you really need to know to survive in business Strategisches Management Strategic planning Strategic management Strategisches Management (DE-588)4124261-0 gnd Wettbewerbsvorteil (DE-588)4219652-8 gnd
subject_GND	(DE-588)4124261-0 (DE-588)4219652-8
title	The Quintessence of Strategic Management What you really need to know to survive in business
title_alt	Quintessenz des strategischen Managements
title_auth	The Quintessence of Strategic Management What you really need to know to survive in business
title_exact_search	The Quintessence of Strategic Management What you really need to know to survive in business
title_full	The Quintessence of Strategic Management What you really need to know to survive in business Philip Kotler ; Roland Berger ; Nils Bickhoff. Transl.: Claire Jokubauskas
title_fullStr	The Quintessence of Strategic Management What you really need to know to survive in business Philip Kotler ; Roland Berger ; Nils Bickhoff. Transl.: Claire Jokubauskas
title_full_unstemmed	The Quintessence of Strategic Management What you really need to know to survive in business Philip Kotler ; Roland Berger ; Nils Bickhoff. Transl.: Claire Jokubauskas
title_short	The Quintessence of Strategic Management
title_sort	the quintessence of strategic management what you really need to know to survive in business
title_sub	What you really need to know to survive in business
topic	Strategisches Management Strategic planning Strategic management Strategisches Management (DE-588)4124261-0 gnd Wettbewerbsvorteil (DE-588)4219652-8 gnd
topic_facet	Strategisches Management Strategic planning Strategic management Wettbewerbsvorteil
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