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Key Strategy Tools The 80+ Tools for Every Manager to Build a Winning Strategy

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ISBN-10: 0273778862

ISBN-13: 9780273778868

Edition: 2013

Authors: Vaughan Evans

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Book details

Copyright year: 2013
Publisher: Financial Times/Prentice Hall
Publication date: 1/31/2013
Binding: Paperback
Pages: 376
Size: 6.20" wide x 9.20" long x 1.10" tall
Weight: 1.232
Language: English

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