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| About the author | |
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| Publisher's acknowledgements | |
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| Introduction | |
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| The Strategy Pyramid | |
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| How to use this book | |
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| Business vs corporate strategy | |
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| Knowing your business | |
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| Overview | |
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| Essential tools | |
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| Identifying key segments | |
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| Issue analysis (Minto) | |
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| Example: British Aerospace's super segment | |
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| Useful tools | |
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| The 80/20 principle (Pareto) | |
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| The segmentation mincer (Koch) | |
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| 5C situation analysis | |
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| SWOT analysis (Andrews) | |
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| Setting goals and objectives | |
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| Overview | |
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| Essential tools | |
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| Setting long-term goals | |
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| Setting SMART objectives | |
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| Maximising shareholder value | |
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| Balancing stakeholder interests | |
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| Example: Which goals count for RBS? | |
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| Useful tools | |
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| Creating shared value (Porter and Kramer) | |
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| Economic value added (Stern Stewart) | |
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| Balanced scorecard and strategy map (Kaplan and Norton) | |
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| Core ideology (Collins and Porras) | |
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| Business as a community (Handy) | |
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| Forecasting market demand | |
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| Overview | |
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| Essential tools | |
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| Sizing the market and marketcrafting (Evans) | |
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| The HOOF approach to demand forecasting (Evans) | |
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| Example: Galileo's hiccup in market demand | |
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| Useful tools | |
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| Smoothing with moving averages | |
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| Income elasticity of demand | |
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| Survey methods of demand forecasting | |
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| Survey of customers' intentions | |
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| Salesforce estimation method | |
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| The Delphi method | |
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| Pilot test marketing | |
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| Statistical methods of demand forecasting | |
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| Trend projection | |
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| Regression analysis | |
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| Barometric method (NBER) | |
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| Gauging industry competition | |
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| Overview | |
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| Essential tools | |
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| The five forces (Porter) | |
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| Assessing customer purchasing criteria | |
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| Deriving key success factors | |
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| Example: Woolworths succumbs to the five forces | |
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| Useful tools | |
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| Weighing economies of scale | |
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| Corporate environment as a sixth force | |
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| Complements as a sixth force (Brandenburger and Nalebuff) | |
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| PESTEL analysis | |
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| Tracking competitive advantage | |
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| Overview | |
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| Essential tools | |
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| Rating competitive position | |
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| The resource and capability strengths/importance matrix (Grant) | |
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| Example: Cobra Beer's clever competitive advantage | |
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| Useful tools | |
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| The value chain (Porter) | |
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| The product/market matrix (Ansoff) | |
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| Cross, spider and comb charts | |
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| Benchmarking | |
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| Structured interviewing | |
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| Targeting the strategic gap | |
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| Overview | |
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| Essential tools | |
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| The attractiveness/advantage matrix (GE/McKinsey) | |
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| The growth/share matrix (BCG) | |
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| Profiling the ideal player | |
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| Identifying the capability gap | |
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| Example: Komatsu targets the cat | |
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| Useful tools | |
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| The strategic condition matrix (Arthur D. Little) | |
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| The 7S framework (McKinsey) | |
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| The opportunity/vulnerability matrix (Bain/L.E.K.) | |
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| Brainstorming | |
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| Scenario planning | |
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| Bridging the gap: business strategy | |
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| Overview | |
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| Essential tools | |
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| Three generic strategies (Porter) | |
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| The experience curve (BCG) | |
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| Strategic repositioning and shaping profit growth options | |
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| Making the strategic investment decision | |
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| Blue ocean strategy (Kim and Mauborgne) | |
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| Example: Could Facebook be undone the way it undid MySpace? | |
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| Useful tools | |
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| The tipping point (Gladwell) | |
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| Price elasticity of demand (Marshall) | |
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| PIMS (GE/SPl) | |
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| The 4Ps marketing mix (McCarthy) | |
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| Product quality and satisfaction (Kano) | |
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| The hierarchy of needs (Maslow) | |
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| The bottom of the pyramid (Prahalad and Leiberthal) | |
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| Business process redesign (Hammer and Champy) | |
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| Outsourcing | |
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| Bridging the gap: corporate strategy | |
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| Overview | |
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| Essential tools | |
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| Optimising the corporate portfolio | |
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| Creating value from mergers, acquisitions and alliances | |
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| The corporate restructuring hexagon (McKinsey) | |
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| Creating parenting value (Goold, Campbell and Alexander) | |
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| Core competences (Hamel and Prahalad) | |
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| Strategically valuable resources (Collis and Montgomery) | |
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| Example: Virgin's brand as resource-based strategy | |
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| Useful tools | |
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| Strategically distinctive resources (Barney) | |
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| Distinctive capabilities (Kay) | |
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| Distinctive competences (Snow and Hrebiniak) | |
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| Dynamic capabilities (Teece, Pisano and Shuen) | |
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| Deliberate and emergent strategy (Mintzberg) | |
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| Stick to the knitting (Peters and Waterman) | |
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| Profit from the core (Zook) | |
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| The market-driven organisation (Day) | |
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| Value disciplines (Treacy and Wiersema) | |
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| Disruptive technologies (Christensen) | |
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| Co-opetition (Brandenburger and Nalebuff) | |
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| Growth and crisis (Greiner) | |
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| Good strategy, bad strategy (Rumelt) | |
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| Innovation hot spots (Gratton) | |
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| Strategy as orientation or animation (Cummings and Wilson) | |
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| The knowledge spiral (Nonaka and Takeuchi) | |
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| The eight phases of change (Kotter) | |
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| Addressing risk and opportunity | |
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| Overview | |
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| Essential tools | |
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| Strategic due diligence and market contextual plan review (Evans) | |
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| The suns & clouds chart (Evans) | |
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| Example: Were the Beatles worth the risk? | |
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| Useful tools | |
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| The composite risk index and the 5�5 risk matrix | |
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| The risk management matrix | |
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| Expected value and sensitivity analysis | |
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| Black swans (Taleb) | |
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| Strategic bets (Burgleman and Grove) | |
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| Conclusion | |
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| References and further reading | |
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| Glossary | |
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| Index | |