Diese 2. aktualisierte und erweiterte Auflage erläutert die neuesten Methoden für erfolgreichen Wettbewerb. Lernen auch Sie, wie führende Unternehmen ihre Konkurrenten aus dem Feld schlagen, wie sie als erste wichtige Markttrends aufspüren, die besten alternativen Strategien erkennen, und einzigartige Fähigkeiten entwickeln. Jedes Kapitel enthält erprobte Techniken - angefangen bei Geschäftsbereichsstrategien über Branchenanalysen bis hin zum E-Commerce. Mit einer Fülle anschaulicher Beispiele.
Diese 2. aktualisierte und erweiterte Auflage erläutert die neuesten Methoden für erfolgreichen Wettbewerb. Lernen auch Sie, wie führende Unternehmen ihre Konkurrenten aus dem Feld schlagen, wie sie als erste wichtige Markttrends aufspüren, die besten alternativen Strategien erkennen, und einzigartige Fähigkeiten entwickeln. Jedes Kapitel enthält erprobte Techniken - angefangen bei Geschäftsbereichsstrategien über Branchenanalysen bis hin zum E-Commerce. Mit einer Fülle anschaulicher Beispiele. Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
LIAM FAHEY, an Adjunct Professor of Strategic Management at Babson College and Visiting Professor of Strategic Management at the Cranfield School of Management, consults for leading North American and European firms on competitive strategy and analysis. A frequent speaker in executive education programs and business management conferences, he is the author of Competitors (Wiley, 1999). ROBERT M. RANDALL heads a New York-based publishing business and writes strategy articles, books, and white papers. He has held management positions in several Fortune 500 companies and edited several magazines for corporate decision-makers. He and Liam Fahey also collaborated on Learning from the Future (Wiley, 1998), a guide to scenario planning for managers.
Inhaltsangabe
STRATEGY: WINNING IN THE MARKETPLACE. Managing Marketplace Strategy (L. Fahey & R. Randall). Corporate Strategy: Managing a Set of Businesses (H. Christensen). Business Unit Strategy: The Quest for Competitive Advantage (A. Gupta). Competing across Locations: Enhancing Competitive Advantage through a Global Strategy (M. Porter). Strategy for the Small Business (I. Dahaime). Digital Strategy (J. Sampler). Political Strategy: Managing the Political and Social Environment (J. Mahon, et al.). STRATEGY INPUTS: ANALYZING THE EXTERNAL AND INTERNAL ENVIRONMENTS. Mapping the Business Landscape (D. Collis & P. Ghemawat). Macroenvironmental Analysis: Understanding the Environment Outside the Industry (V. Narayanan & L. Fahey). A Strategic Assessment of an Organization's Assets (L. Fahey). Creating and Leveraging Core Competencies (C. Prahalad, et al.). STRATEGY MAKING: IDENTIFYING AND EVALUATING STRATEGIC ALTERNATIVES. Identifying and Developing Strategy Alternatives (M. Lyles & L. Fahey). Evaluating Strategic Alternatives (G. Day). MANAGING STRATEGIC CHANGE: LINKNG STRATEGY AND ACTION. Strategic Change: How to Realign the Organization to Implement Strategy (R. Eisenstat & M. Beer). Strategic Change: Reconfiguring Operational Processes to Implement Strategy (E. Hart). Strategic Change: Managing Strategy Making through Planning and Administrative Systems (J. Grant & N. Rajagopalan). Strategic Change: Devising a Context-Sensitive Approach to Implementation (J. Balogun & V. Hope-Hailey). There Is No Universal Strategy Formula (I. Wilson). About the Authors. Index.
STRATEGY: WINNING IN THE MARKETPLACE. Managing Marketplace Strategy (L. Fahey & R. Randall). Corporate Strategy: Managing a Set of Businesses (H. Christensen). Business Unit Strategy: The Quest for Competitive Advantage (A. Gupta). Competing across Locations: Enhancing Competitive Advantage through a Global Strategy (M. Porter). Strategy for the Small Business (I. Dahaime). Digital Strategy (J. Sampler). Political Strategy: Managing the Political and Social Environment (J. Mahon, et al.). STRATEGY INPUTS: ANALYZING THE EXTERNAL AND INTERNAL ENVIRONMENTS. Mapping the Business Landscape (D. Collis & P. Ghemawat). Macroenvironmental Analysis: Understanding the Environment Outside the Industry (V. Narayanan & L. Fahey). A Strategic Assessment of an Organization's Assets (L. Fahey). Creating and Leveraging Core Competencies (C. Prahalad, et al.). STRATEGY MAKING: IDENTIFYING AND EVALUATING STRATEGIC ALTERNATIVES. Identifying and Developing Strategy Alternatives (M. Lyles & L. Fahey). Evaluating Strategic Alternatives (G. Day). MANAGING STRATEGIC CHANGE: LINKNG STRATEGY AND ACTION. Strategic Change: How to Realign the Organization to Implement Strategy (R. Eisenstat & M. Beer). Strategic Change: Reconfiguring Operational Processes to Implement Strategy (E. Hart). Strategic Change: Managing Strategy Making through Planning and Administrative Systems (J. Grant & N. Rajagopalan). Strategic Change: Devising a Context-Sensitive Approach to Implementation (J. Balogun & V. Hope-Hailey). There Is No Universal Strategy Formula (I. Wilson). About the Authors. Index.
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