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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 | |