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The Quintessence of Strategic Management What You Really Need to Know to Survive in Business

:	Philip Kotler, Roland Berger, Nils Bickhoff
:	The Quintessence of Strategic Management What You Really Need to Know to Survive in Business
:	Springer-Verlag
:	9783662484906
:	2
:	CHF 57.30
:

:	Management
:	English

:	113
:	Wasserzeichen/DRM
:	PC/MAC/eReader/Tablet
:	PDF

his book provides practitioners with a basic understanding of strategy and the process of strategic management. Using academic foundations and best practices from business life, the authors present the most important strategy tools and how they interact. The book gives a concise overview over the focal areas and considerations of strategy in practice. It enables managers to analyze and interpret business information with regard to the underlying strategic notions.

A hands-on introduction to strategic management by leading marketing authority Philip Kotler, top management consultancy founder Roland Berger, and strategy expert Nils Bickhoff.

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	Contents	6
	1: Introduction: Essential Strategy Know-How and Nothing More	9
	Reference	11
	2: Strategy and Strategic Management: A First Basic Understanding	12
	2.1 What Is Strategy and How Is It Developed?	12
	2.1.1 Modern Opinions	12
	2.1.2 Basic Historical Concepts	13
	2.1.3 A First Example: The Second Punic War	14
	2.2 The Theoretical Response: Strategy as an Integrated Concept	17
	2.2.1 Strategy	17
	2.2.2 Strategic Management	18
	2.3 The Process-Based Response: Strategic Planning-An Organized Understanding of Strategy Processes	19
	2.3.1 General Planning	19
	2.3.2 Strategic Planning	21
	2.3.3 Operational Planning	21
	2.3.4 Steering and Controlling the Operational Planning	21
	2.3.5 Implications of Strategic Planning as a Concept	22
	2.4 The Innovative Response: Creative Rule-Breaking as an Alternative Way of Executing Strategy Processes	23
	2.4.1 Why Rules Need to Be Broken	23
	2.4.2 The Rule-Breaking Strategy Creator: Four Steps to Breaking the Rules	24
	References	29
	3: Strategic Frames of Reference: The Key Tools of Strategy Determination, Their Principles, and How They Interact	30
	3.1 Why It Is Important to Structure the Market, the Competition, and Your Own Company Properly	31
	3.1.1 Interdependencies Between the Key Approaches	31
	3.1.2 The Harvard Business School SWOT Analysis: The Data Basis for All Interpretive Tools of Strategy Determination	33
	3.2 Analyzing Corporate Strategies	36
	3.2.1 Horizontal Growth Options: Ansoff´s Product/Market Matrix	36
	3.2.2 Portfolio Management: Portfolio Analysis (Matrix)	39
	3.3 Analyzing Business Strategies	44
	3.3.1 The Market-Based View: The Structure-Conduct-Performance Paradigm and Porter´s Five Forces	45
	3.3.2 The Resource-Based View: The Core Competency Approach	49
	3.3.3 Dynamic Markets: The Simple Rules Approach	50
	3.4 Network Approaches: The Business Model-An Integrative Frame of Reference for Describing a Strategy	52
	3.4.1 From Old to New Business Models	53
	3.4.2 The Three Components of a Business Model	54
	References	59
	4: Current Focal Areas in Strategy Practice: Four Significant Management Concepts of the Past 20 Years	61
	4.1 Growth Strategies	63
	4.1.1 Value-Based Management, Protecting Your Market Share, Limits and Approaches	63
	4.1.2 Seven Growth Strategies in Strategy Practice	69
	4.2 Business Process Reengineering	72
	4.2.1 Belief and Reality	73
	4.2.2 An Implementation Example	81
	4.3 Strategic Brand Management	87
	4.3.1 The Brand: Complex and Meanwhile Indispensable	88
	4.3.2 Examples of Brand Evaluation Using Positioning Analysis	97
	4.4 Strategic Gaming	101
	4.4.1 Game Theory: A Way of Dynamically Modeling the Competition	101
	4.4.2 Dynamic Competitive Simulation in Reality	107
	References	110
	5: Summary: It´s Your Turn!	112
	About the Authors	114
	Bibliography	116