Providing a ground-breaking approach to making better business strategy decisions this is a useful tool for smart business executives at mainstream companies who are disappointed with strategy fads and simplistic solutions based on cherry-picked, anecdotal evidence from todayâ s hero companies.
Providing a ground-breaking approach to making better business strategy decisions this is a useful tool for smart business executives at mainstream companies who are disappointed with strategy fads and simplistic solutions based on cherry-picked, anecdotal evidence from todayâ s hero companies.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Daniel Deneffe is the Managing Director of Deneffe Consulting and a former Partner at Arthur D. Little. He is also a Professor of Strategy and Managerial Economics at Hult International Business School and teaches Business Strategy in the Real World at Harvard University's Division of Continuing Education. Herman Vantrappen is the Managing Director of Akordeon, a strategic advisory firm. A former partner at Arthur D. Little, he has published numerous articles in a variety of journals, including Long Range Planning, MIT Sloan Management Review, Strategy & Leadership and Harvard Business Review.
Inhaltsangabe
List of figures List of tables List of boxes Acknowledgments About the authors PART ONE: FROM GRAND STRATEGY TO OPERATIONAL STRATEGY Chapter 1: The promises of a categorically different book on real-world business strategy Promise #1: A practical action-oriented approach based upon doing rather than observing Promise #2: A generalizable rather than an anecdotal hero-based approach Promise #3: A totally customerS-centric approach Promise #4: An evidence-based realistic managerial economics approach Promise #5: A focus on common principles rather than common truths Promise #6: A totally open and transparent posture Structure of the book Notes Chapter 2: Grand Strategy as a lead-in to Operational Strategy The meaning of Grand Strategy Grand Strategy and Operational Strategy as an end-to-end process Good practice for the Grand Strategy design process The merits of Grand Strategy The payroll services case example Conclusions Notes Chapter 3: The foundations of Operational Strategy Types of Grand Strategy outcomes to be tested in Operational Strategy Behavioral assumptions when testing Grand Strategy outcomes The core concepts of willingness-to-pay and willingness-to-buy The industrial pump case example Conclusions Notes PART TWO: APPLICATIONS OF OPERATIONAL STRATEGY Chapter 4: Operationalizing a new market entry strategy Step 1. Define objectives sensibly and constraints exhaustively Step 2. Estimate the size of the potential market Step 3. Estimate the size of the accessible market Step 4. Define the strategic positioning options Step 5. Estimate the impact of the options on individual customer choices Step 6. Derive the impact of the options on aggregate customer choices Step 7. Derive the impact of competitor responses Step 8. Select the option with the highest impact on company objectives Conclusions Notes Chapter 5: Operationalizing a defense strategy against a new entrant The limits of the traditional defense strategy logic A defense strategy framework based on behavioral logic The telecommunications case as an example of a "differentiation" defense strategy The cement case as an example of a "fighting brand" defense strategy Conclusions Notes Chapter 6: Operationalizing a strategy when having zero competitive advantage Cost cutting and value pricing A framework for margin improvement in B2B markets A framework for margin improvement in B2C markets Conclusions Notes Chapter 7: The real-world way forward No walk-in-the-park Ideology is of little practical use Rethink market segments The end of the average It's all in the product Deal value is the single most important notion Operational Strategy and Grand Strategy go hand-in-hand Notes Index
List of figures List of tables List of boxes Acknowledgments About the authors PART ONE: FROM GRAND STRATEGY TO OPERATIONAL STRATEGY Chapter 1: The promises of a categorically different book on real-world business strategy Promise #1: A practical action-oriented approach based upon doing rather than observing Promise #2: A generalizable rather than an anecdotal hero-based approach Promise #3: A totally customerS-centric approach Promise #4: An evidence-based realistic managerial economics approach Promise #5: A focus on common principles rather than common truths Promise #6: A totally open and transparent posture Structure of the book Notes Chapter 2: Grand Strategy as a lead-in to Operational Strategy The meaning of Grand Strategy Grand Strategy and Operational Strategy as an end-to-end process Good practice for the Grand Strategy design process The merits of Grand Strategy The payroll services case example Conclusions Notes Chapter 3: The foundations of Operational Strategy Types of Grand Strategy outcomes to be tested in Operational Strategy Behavioral assumptions when testing Grand Strategy outcomes The core concepts of willingness-to-pay and willingness-to-buy The industrial pump case example Conclusions Notes PART TWO: APPLICATIONS OF OPERATIONAL STRATEGY Chapter 4: Operationalizing a new market entry strategy Step 1. Define objectives sensibly and constraints exhaustively Step 2. Estimate the size of the potential market Step 3. Estimate the size of the accessible market Step 4. Define the strategic positioning options Step 5. Estimate the impact of the options on individual customer choices Step 6. Derive the impact of the options on aggregate customer choices Step 7. Derive the impact of competitor responses Step 8. Select the option with the highest impact on company objectives Conclusions Notes Chapter 5: Operationalizing a defense strategy against a new entrant The limits of the traditional defense strategy logic A defense strategy framework based on behavioral logic The telecommunications case as an example of a "differentiation" defense strategy The cement case as an example of a "fighting brand" defense strategy Conclusions Notes Chapter 6: Operationalizing a strategy when having zero competitive advantage Cost cutting and value pricing A framework for margin improvement in B2B markets A framework for margin improvement in B2C markets Conclusions Notes Chapter 7: The real-world way forward No walk-in-the-park Ideology is of little practical use Rethink market segments The end of the average It's all in the product Deal value is the single most important notion Operational Strategy and Grand Strategy go hand-in-hand Notes Index
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