How to formulate a winning strategy
Many companies struggle to develop a competitive corporate strategy and set a clear direction for managers and employees. Formulation almost poses as many challenges for business leaders as implementation. This chapter argues for a back-to-basics approach based on four fundamental questions: whom do we serve, what do we provide, what is our value proposition, and what is our operating model?
This chapter deals with an organization's plan for achieving its goals, implementing that plan, managing environmental demands, and maximising core competencies. Strategy analysis starts with an examination of the external internal environments, determining where the company wants to be and developing a mission statement.
Strategic planning approaches for product differentiation and innovation
This chapter presents an overview of the various approaches to strategic planning and the associated business literature. It includes useful tables to explain the key concepts and how they work in practice.
Grow by focusing on what matters: competitive strategy in 3 circles
Guide to business growth from a US perspective.
Business goes virtual: realizing the value of collaboration, social and virtual strategies
A collection of best practices derived from case studies of real virtual business successes.
Dynamic strategies for small businesses
A guide to strategic planning for SMEs from a US perspective.
Strategic planning fundamentals for small business
Business strategy for small and medium-sized enterprises.
Developing winning brand strategies
A book examining the relationship between branding, strategy, and corporate performance.
The board's role in strategy development
Traditionally, boards have become involved in corporate strategy only when there were exceptional reasons to do so, the departure of a CEO, a major investment decision, or a sudden fall in profits. However, many boards are now seeking to become more involved in the precess. This chapter sets out some of the inherent problems with boards taking on an active role in this area, and suggests some frameworks for productive cooperation in strategic decision making.
Creating strategic excellence
Business strategies are necessary for an organisation to prosper. They should be integrated with a firm's planning and operational activities. This chapter sets out a five-part model for strategy formulation.