: Philip Kotler, Roland Berger, Nils Bickhoff
: The Quintessence of Strategic Management What You Really Need to Know to Survive in Business
: Springer-Verlag
: 9783642145445
: 1
: CHF 23.90
:
: Management
: English
: 135
: DRM
: PC/MAC/eReader/Tablet
: PDF
Having read this book: You will have a basic understanding of strategy and the process of strategic management. You will know the most important strategy tools (incl. the respective original literature) and how they interact. You will be aware of the focal areas and considerations of strategy in practice. You will be able to analyze and interpret business information with regard to the underlying strategic notions.

Prof. Dr. Philip Kotler (M.A., University of Chicago, Ph.D., M.I.T.) is the S.C. Johnson Dis-tinguished Professor of Interna-tional Marketing at the Kellogg School of Management, North-western University. He pub-lished his 13th edition of Mar-keting Management, the world's leading textbook in teaching marketing to MBAs.  He has also publishedMarketing Mo-dels, Principles of Marketing, Strategic Marketing for Non-profit Organizations, Social Marketing, Marketing Places, Kotler on Marketing, Market-ing Insights A to Z, Lateral Marketing,  Museum Strategies and Marketing, Standing Room Only, Corporate Social Responsibility, Chaotics, Up and Out of Poverty, Marketing 3.0and several other books. His research covers strategic marketing, innovation, consumer marketing, business marketing, services marketing, distribution, e-marketing, and social marketing. He has been a consultant to IBM, Bank of America, Merck, General Electric, Honeywell, and many other companies. He has received 12 honorary doctorate degrees from major universities in the U.S. and abroad.

Prof. Dr. h. c. Roland Berger is Honorary Chairman of Roland Berger Strategy Con-sultants. Roland Berger Strate-gy Consultants has grown to become the number 5 among the world's leading strategy consultancies with 36 offices in 25 countries. Since 1996 he has been a lecturer and since 2000 Honorary Professor of Business Administration and Management Consulting at the Brandenburg Technical Uni-versity in Cottbus. He is Chair-man of the Board of Trustees of his private Roland Berger Foundation. Roland Berger is a member of various super-visory and advisory boards of national and international companies, foundations and organizations. These include Fiat Group, Turin, Italy; Telecom Italia, Milan, Italy; Fresenius SE (Chairman Audit Committee), Bad Homburg; Prime Office AG, Munich (Chairman). He is also a member of various international advisory boards, including Deutsche Bank AG, Frankfurt, Germany; MillerBuckfire New York, USA; Sony Corporation, Tokyo, Japan, and The Blackstone Group, New York, USA.  

Prof. Dr. Nils Bickhoff holds an M.Sc. and a Ph.D. in business ad-ministration and began his career as a consultant with Roland Berger Strategy Consultants in 1995. He advised international clients on matters of strategy, organization, branding, and corporate finance, and was also responsible for Roland Berger's global research& development activities. In 2005 he founded his own company and has since been advising top managers on all issues of strategic management. Nils Bickhoff has authored and published several management books, is editor of the 'Quintessence' series, gives lectures and seminars, and is Professor of Strategy and Marketing at the European Distance University in Hamburg.

Table of Contents5
Introduction: Essential Strategy Know-Howand Nothing More8
1 Strategy and Strategic Management: AFirst Basic Understanding11
1.1 What is Strategy and How is it Developed?11
1.1.1 Modern Opinions11
1.1.2 Basic Historical Concepts12
1.1.3 A First Example: The Second Punic War14
1.2 The Theoretical Response: Strategy as anIntegrated Concept18
1.2.1 Strategy18
1.2.2 Strategic Management20
1.3 The Process-Based Response: Strategic Planning– An Organized Understanding of StrategyProcesses21
1.3.1 General Planning21
1.3.2 Strategic Planning23
1.3.3 Operational Planning23
1.3.4 Steering and Controlling the Operational Planning23
1.3.5 Implications of Strategic Planning as a Concept23
1.4 The Innovative Response: Creative Rule-Breaking as an Alternative Way of ExecutingStrategy Processes25
1.4.1 Why Rules Need to be Broken25
1.4.2 The Rule-Breaking Strategy Creator – Four Steps toBreaking the Rules27
2 Strategic Frames of Reference: The KeyTools of Strategy Determination, theirPrinciples, and How they Interact33
2.1 Why it is Important to Structure the Market, theCompetition, and Your Own Company Properly34
2.1.1 Interdependencies Between the Key Approaches34
2.1.2 The Harvard Business School SWOT Analysis – TheData Basis for all Interpretive Tools of StrategyDetermination36
2.2 Analyzing Corporate Strategies40
2.2.1 Horizontal Growth Options: Ansoff’s Product/MarketMatrix41
2.2.2 Portfolio Management: Portfolio Analysis (Matrix)44
2.3 Analyzing Business Strategies50
2.3.1 The Market-Based View: The Structure-Conduct-Performance Paradigm and Porter’s Five Forces51
2.3.2 The Resource-Based View: The Core CompetencyApproach56
2.3.3 Dynamic Markets: The Simple Rules Approach57
2.4 Network Approaches: The Business Model – AnIntegrative Frame of Reference for Describing aStrategy60
2.4.1 From Old to New Business Models61
2.4.2 The Three Components of a Business Model62
3 Current Focal Areas in Strategy Practice:Four Significant Management Concepts ofthe Past 20 Years70
3.1 Growth Strategies72
3.1.1 Value-Based Management, Protecting Your MarketShare, Limits and Approaches72
3.1.2 Seven Growth Strategies in Strategy Practice79
3.2 Business Process Reengineering84
3.2.1 Belief and Reality84
3.2.2 An Implementation Example95
3.3 Strategic Brand Management101
3.3.1 The Brand: Complex and Meanwhile Indispensable102
3.3.2 Examples of Brand Evaluation Using PositioningAnalysis113
3.4 Strategic Gaming118
3.4.1 Game Theory: A Way of Dynamically Modeling theCompetition119
3.4.2 Dynamic Competitive Simulation in Reality125
Summary: It’s Your Turn!129
Bibliography130
About the Authors133