000 04037nam a2200457 i 4500
001 10431486
003 CaPaEBR
005 20240726104651.0
008 101124s2010 nyua foab 001 0 eng d
020 _a9781606491768
_q((electronic)l(electronic)ctronic)l((electronic)l(electronic)ctronic)ctronic bk.
040 _aCaBNVSL
_beng
_erda
_cCaBNVSL
_dCaBNVSL
050 0 4 _aHD30
_b.S773 2010
100 1 _aWarner, Alfred G.
_e1
245 1 0 _aStrategic analysis and choice
_ba structured approach /
_cAlfred G. Warner.
250 _afirst edition.
260 _a[New York, N.Y. (222 East 46th Street, New York, NY 10017) :
_bBusiness Expert Press,
_c(c)2010.
300 _a1 electronic text (x, 157 pages : illustrations) :
_bdigital file.
336 _atext
_btxt
_2rdacontent
337 _acomputer
_bc
_2rdamedia
338 _aonline resource
_bcr
_2rdacarrier
347 _adata file
_2rda
490 1 _aStrategic management collection,
504 _a1 (pages 143-154) and index.
505 0 0 _aPreface --
_tChapter 1. Strategy as process and product, or how to build a business strategy without too much pain --
_tChapter 2. Setting the scope of analysis: defining your industry --
_tChapter 3. Analyzing the general environment: PEST or PESTLE assessment --
_tChapter 4. Porter's five forces model, part 1: barriers to entry --
_tChapter 5. Porter's five forces model, part 2: the power of suppliers, buyers, substitutes, and rivalry --
_tChapter 6. Why performance differs: the resource-based view of the firm --
_tChapter 7. Deciding what to do: models for strategy formulation --
_tChapter 8. Strategic positions for volatile industries --
_tChapter 9. Some final thoughts on practice and improvisation --
_tNotes --
_tReferences --
_tIndex.
520 3 _aStrategy 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-- analysis becomes a lens you constantly bring to bear on your firm and its environment.
530 _a2
_ub
530 _aAlso available in printing.
538 _aMode of access: World Wide Web.
538 _aSystem requirements: Adobe Acrobat reader.
588 _aTitle from PDF t.p. (viewed on November 24, 2010).
650 0 _aStrategic planning.
653 _aStrategy
653 _aIndustry analysis
653 _aResources
653 _aSWOT
653 _aCost leadership
653 _aDifferentiation
653 _aProspector
856 4 1 _uhttps://go.openathens.net/redirector/ciu.edu?url=https://portal.igpublish.com/iglibrary/search/BEPB0000052.html
_zClick here to access this RESOURCE ONLINE | Login using your my.ciu username & password
942 _c1
_D
_eBEP
_hHD30.28
_m(c)2010
_QOB
_R
_x
_8NFIC
_dCynthia Snell
999 _c74281
_d74281
902 _a1
_bCynthia Snell
_c1
_dCynthia Snell