000 | 04037nam a2200457 i 4500 | ||
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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. |
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040 |
_aCaBNVSL _beng _erda _cCaBNVSL _dCaBNVSL |
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050 | 0 | 4 |
_aHD30 _b.S773 2010 |
100 | 1 |
_aWarner, Alfred G. _e1 |
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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. |
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300 |
_a1 electronic text (x, 157 pages : illustrations) : _bdigital file. |
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336 |
_atext _btxt _2rdacontent |
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337 |
_acomputer _bc _2rdamedia |
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338 |
_aonline resource _bcr _2rdacarrier |
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347 |
_adata file _2rda |
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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 |
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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 |
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_c1 _D _eBEP _hHD30.28 _m(c)2010 _QOB _R _x _8NFIC _dCynthia Snell |
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_a1 _bCynthia Snell _c1 _dCynthia Snell |