'Vaughan Evans not only demystifies strategy, he provides a useful and enjoyable step-by-step guide to constructing effective business strategies.' Jeff van der Eems, Chief Operating Officer, United Biscuits 'A wonderfully practical and highly readable guide to strategy development.' Marcus Alexander, Professor of Strategy and Entrepreneurship, London Business School 'This is an uncomplicated DIY strategy manual for the SME manager. It works perfectly.' David Williamson, Managing Director, Nova Capital Management YOUR ESSENTIAL GUIDE TO BUSINESS STRATEGY Whether you're an entrepreneur or a…mehr
'Vaughan Evans not only demystifies strategy, he provides a useful and enjoyable step-by-step guide to constructing effective business strategies.' Jeff van der Eems, Chief Operating Officer, United Biscuits 'A wonderfully practical and highly readable guide to strategy development.' Marcus Alexander, Professor of Strategy and Entrepreneurship, London Business School 'This is an uncomplicated DIY strategy manual for the SME manager. It works perfectly.' David Williamson, Managing Director, Nova Capital Management YOUR ESSENTIAL GUIDE TO BUSINESS STRATEGY Whether you're an entrepreneur or a manager, The Financial Times Essential Guide to Developing a Business Strategy gives you the tools you need to build a powerful strategy and take your business to the next level. By using its simple framework, you can achieve success without having to rely on external advisors or consultants. The innovative nine-step strategy process will help you turn your business goals into reality, whilst the lively anecdotes provide illuminating examples of strategy in action. Follow this guidance to create a roadmap for enduring business success. This book complements and is a companion to the best-selling FT Essential Guide to Writing a Business Plan. FINANCIAL TIMES ESSENTIAL GUIDES THE KNOW-HOW YOU NEED TO GET THE RESULTS YOU WANT "This is the most succinct and most practical handbook on business strategy on the market." Jules Goddard, Fellow, London Business School and co-author of Uncommon Sense, Common Nonsense.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Vaughan Evans is an independent strategy consultant (www.managingstrategicrisk.com) with a background in industry economics. He worked at management and technology consultants Arthur D. Little and at investment bank Bankers Trust. Vaughan graduated from Cambridge and has a Sloan Fellowship with distinction from London Business School. He is the author of four previous books, including the best-selling Financial Times Essential Guide to Writing a Business Plan.
Inhaltsangabe
Introduction Why strategy? What is strategy? What is the output? What is the outcome? What is a strategic plan? What is strategic planning? The Strategy Pyramid Business vs corporate strategy
Part One: Strategy Development
1. Knowing Your Business Identifying key segments Essential example: Apple’s saviour segments Segmentation in a start-up Essential case study: Extramural Ltd - the business
2. Setting Goals and Objectives Setting long-term goals Essential example: Life at Mars Setting SMART objectives Essential case study: Extramural Ltd – goals and objectives
3. Forecasting Market Demand Sizing the market Forecasting market demand Essential tool: Moving averages Essential example: No wrap for the cinema Forecasting demand for a start-up Market demand risks and opportunities Essential case study: Extramural Ltd – market demand
4. Gauging Industry Competition Assessing competitive intensity Assigning customer purchasing criteria Deriving key success factors Essential tool: Economies of scale Essential example: Jessops is shuttered Gauging competition in a start-up Industry competition risks and opportunities Essential case study: Extramural Ltd – industry competition
5. Tracking Competitive Advantage Rating competitive position Essential tool: Product/market risk Reviewing resources and capabilities Essential tool: The value chain Essential example: The everlasting Monsoon Creating competitive advantage in a start-up Essential example: Of diet, dance and detectives Essential case study: Extramural Ltd – competitive advantage
6. Targeting the Strategic Gap Targeting the portfolio gap Targeting the capability gap Profiling the ideal player Specifying the target gap Essential example: Could Liverpool FC be champions again? Targeting the gap in a start-up Essential case study: Extramural Ltd – strategic gap
7. Bridging the Gap: Business Strategy Opting for a generic strategy Essential tool: The experience curve Strategic repositioning and shaping profit growth options Essential tool: Uncontested market space Making the strategic investment decision Essential example: Sainsbury’s fights back Bridging the gap for a start-up Business strategic risks and opportunities Essential case study: Extramural Ltd – business strategy
8. Bridging the Gap: Corporate Strategy Optimising the corporate portfolio Essential tool: The growth/share matrix Creating value from mergers, acquisitions and alliances Essential tool: Parenting value Building strategically valuable resources Essential tool: Core competences Essential example: UU U-turn Corporate strategic risks and opportunities Essential case study: Extramural Ltd – corporate strategy
9. Addressing Risk and Opportunity Reviewing plan in a market context Appraising opportunity versus risk Essential tool: Expected value and sensitivity analysis Essential example: Britney does it again Essential case study: Extramural Ltd – risk and opportunity
Introduction Why strategy? What is strategy? What is the output? What is the outcome? What is a strategic plan? What is strategic planning? The Strategy Pyramid Business vs corporate strategy
Part One: Strategy Development
1. Knowing Your Business Identifying key segments Essential example: Apple’s saviour segments Segmentation in a start-up Essential case study: Extramural Ltd - the business
2. Setting Goals and Objectives Setting long-term goals Essential example: Life at Mars Setting SMART objectives Essential case study: Extramural Ltd – goals and objectives
3. Forecasting Market Demand Sizing the market Forecasting market demand Essential tool: Moving averages Essential example: No wrap for the cinema Forecasting demand for a start-up Market demand risks and opportunities Essential case study: Extramural Ltd – market demand
4. Gauging Industry Competition Assessing competitive intensity Assigning customer purchasing criteria Deriving key success factors Essential tool: Economies of scale Essential example: Jessops is shuttered Gauging competition in a start-up Industry competition risks and opportunities Essential case study: Extramural Ltd – industry competition
5. Tracking Competitive Advantage Rating competitive position Essential tool: Product/market risk Reviewing resources and capabilities Essential tool: The value chain Essential example: The everlasting Monsoon Creating competitive advantage in a start-up Essential example: Of diet, dance and detectives Essential case study: Extramural Ltd – competitive advantage
6. Targeting the Strategic Gap Targeting the portfolio gap Targeting the capability gap Profiling the ideal player Specifying the target gap Essential example: Could Liverpool FC be champions again? Targeting the gap in a start-up Essential case study: Extramural Ltd – strategic gap
7. Bridging the Gap: Business Strategy Opting for a generic strategy Essential tool: The experience curve Strategic repositioning and shaping profit growth options Essential tool: Uncontested market space Making the strategic investment decision Essential example: Sainsbury’s fights back Bridging the gap for a start-up Business strategic risks and opportunities Essential case study: Extramural Ltd – business strategy
8. Bridging the Gap: Corporate Strategy Optimising the corporate portfolio Essential tool: The growth/share matrix Creating value from mergers, acquisitions and alliances Essential tool: Parenting value Building strategically valuable resources Essential tool: Core competences Essential example: UU U-turn Corporate strategic risks and opportunities Essential case study: Extramural Ltd – corporate strategy
9. Addressing Risk and Opportunity Reviewing plan in a market context Appraising opportunity versus risk Essential tool: Expected value and sensitivity analysis Essential example: Britney does it again Essential case study: Extramural Ltd – risk and opportunity
Part Two: Strategic Planning
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