James Rowe. Studying strategy

Статья c cайта www.strategy-accelerator.com. Новая классификация конкурентных стратегий фирмы. There is only a limited number of models that give direction on how to make a profit, these models focus on differentiators or on portfolio management. However, the increasing availability of all kinds of knowledge through the internet and the globalisation of the financial markets are not taken into account in these models. This article investigates h...

Harvard Business Review, Vol 35, No 2. 1957 Product Market Alternatives. Forecasting Growth. Diversification Objectives. Long Range Objectives. Selection a Strategy.

Afresh strategic insight—something your company sees that no one else does—is one of the foundations of competitive advantage. It helps companies focus their resources on moves that separate them from the pack. That makes the following interesting: in a recent survey, only 35% of 2,135 global executives believed their strategies rested on unique and powerful insights. That figure was dramatically lower than the average—62 percent—for nine other t...

Strategic tests from four senior executives: Gall Lumaden, group head of strategy and planning at SABMiller. Jeffrey Elton, CEO and vice chairman of KEW Group. Raymond Gllmartln, former CEO of Merck. David Spelser, senior vice president! for strategy at SAIC. All strategists grapple with the question of how to create and preserve competitive advantage. But individual perspectives are likely to differ, depending on a company's strategic journey, t...

Business article - Harvard Business Review (hbr.org) - Jan 01, 2008 Awareness of the five forces can help a company understend the structure of its industry and stake out a position that is more profitable and less vulnerable to attack.

Profile Books, 2008. - 164 pages. However smart your business strategy is in theory, it will have little effect if you fail to carry it out. A survey by the Economist Intelligence Unit suggests that companies typically realise only about 60% of their strategy's potential value because of failures in planning and execution. Corporate politics, personalities and turf wars, and misunderstood intentions and silo thinking combined with changing circu...

Kieth Robert Hales, October 2005, Bond University. 211 стр. Introduction. The information age-issues. Virtual enterprise. Strategy and virtual organisation. Mass customization. Information systems and business models. Virtual value creation. Case strudies.

Kim and Mauborgne's blue ocean metaphor elegantly summarizes their vision of the kind of expanding, competitor-free markets that innovative companies can navigate. Unlike "red oceans, " which are well explored and crowded with competitors, "blue oceans" represent "untapped market space" and the "opportunity for highly profitable growth. " The only reason more big companies don't set sail for them, they suggest, is that "the dominant focus of stra...

Imagine, if you can, the world of business - without corporate strategy. Remarkably, fifty years ago that's the way it was. Businesses made plans, certainly, but without understanding the underlying dynamics of competition, costs, and customers. It was like trying to design a large-scale engineering project without knowing the laws of physics. But in the 1960s, four mavericks and their posses instigated a profound shift in thinking that turboch...

1998. 346 pages Strategy Development addresses the increasingly valuable roles that modeling and analysis play in the strategic development of an organization. The authors present a framework to help strategists and decision-makers streamline the process and increase effectiveness. This book is based on the latest research available in the fields of strategic management, systems dynamics, and forecasting.