Porter Michael E. The five competitive forces that shape strategy

Oxford University Press, NY, 2006 The new competitive advantage. Strategic paradigms of competitive advantage. Action-based dynamic model of competitive advantage.

Статья c cайта www.strategy-accelerator.com. Новая классификация конкурентных стратегий фирмы. There is only a limited number of models that give direction on how to make a profit, these models focus on differentiators or on portfolio management. However, the increasing availability of all kinds of knowledge through the internet and the globalisation of the financial markets are not taken into account in these models. This article investigates h...

Ventus Publishing, 2008. A starting point for our thinking. Strategic management: Models and Ideas. Strategic management: approaches and methods. Influences on action: of lobsters, boiling frogs and nappies. Resource based strategy. Global and international strategic management. Strategic management: culture, change and leadership. Public sector strategic management.

Definitions and concept. Application. SWOT analysis. PEST analysis. Porter's 5 forces. Four courner's analysis. Value chain analysis. Early warning. War gaming.

Bloomberg Press, 2003. - 288 Pages. Powerful new forces are reshaping the business world and the role of the manager in making effective strategic choices is increasingly demanding. This book shows today's manager how to create and sustain a dynamic, profitable business with techniques to support effective decisions. It evaluates the tools, tactics, and techniques for making profit-boosting decisions. Moreover, it contains insights into effectiv...

Wiley-Blackwell, 2006. - 440 Pages. The new edition of The Blackwell Encyclopedia of Management: Strategic Management includes a new preface by the current editor, John McGee. He acknowledges the signal contribution of Derek Channon and outlines the key current trends in the field of strategic management. - Fully updated new edition covers over 160 key terms and concepts in strategic management; - Contains contributions from more than 55 inter...

Afresh strategic insight—something your company sees that no one else does—is one of the foundations of competitive advantage. It helps companies focus their resources on moves that separate them from the pack. That makes the following interesting: in a recent survey, only 35% of 2,135 global executives believed their strategies rested on unique and powerful insights. That figure was dramatically lower than the average—62 percent—for nine other t...

Strategic tests from four senior executives: Gall Lumaden, group head of strategy and planning at SABMiller. Jeffrey Elton, CEO and vice chairman of KEW Group. Raymond Gllmartln, former CEO of Merck. David Spelser, senior vice president! for strategy at SAIC. All strategists grapple with the question of how to create and preserve competitive advantage. But individual perspectives are likely to differ, depending on a company's strategic journey, t...

Profile Books, 2008. - 164 pages. However smart your business strategy is in theory, it will have little effect if you fail to carry it out. A survey by the Economist Intelligence Unit suggests that companies typically realise only about 60% of their strategy's potential value because of failures in planning and execution. Corporate politics, personalities and turf wars, and misunderstood intentions and silo thinking combined with changing circu...

Imagine, if you can, the world of business - without corporate strategy. Remarkably, fifty years ago that's the way it was. Businesses made plans, certainly, but without understanding the underlying dynamics of competition, costs, and customers. It was like trying to design a large-scale engineering project without knowing the laws of physics. But in the 1960s, four mavericks and their posses instigated a profound shift in thinking that turboch...