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Process-based Strategic Planning

Process-based Strategic Planning
Kataloginformation
Feldname Details
Vorliegende Sprache eng
Hinweise auf parallele Ausgaben 117905585 Buchausg. u.d.T.: ‡Grünig, Rudolf, 1954 - : Process-based strategic planning
ISBN 978-3-540-23571-2
Name Grünig, Rudolf
Kühn, Richard
ANZEIGE DER KETTE Kühn, Richard
T I T E L Process-based Strategic Planning
Auflage Third Edition
Verlagsort Berlin, Heidelberg
Verlag Springer-Verlag Berlin Heidelberg
Erscheinungsjahr 2005
2005
Umfang Online-Ressource (XXIV, 380 p. 137 illus, digital)
Reihe SpringerLink. Bücher
Notiz / Fußnoten Literaturverz. S. 375 - 380
Weiterer Inhalt Introduction; Strategies, strategic planning and success potentials; The development of strategic planning; Assessment of strategies; Strategic documents as the result of strategic planning; The process of strategic planning; The strategic analysis and planning toolbox; Project planning; Strategic analysis; Defining the strategic businesses; Assessing relevant industries with the help of competitive intensity models; Determining strategic objectives with the help of portfolio methods; The corporate strategy development process; Generic business strategies. Specifying business strategies at the level of the market offerSpecifying business strategies at the level of resources; The business strategy development process; Defining the implementation measures; Final assessment of strategies and strategy implementation measures; Formulating and approving the strategic documents. CoverPreface -- Brief contents -- Full Contents -- Introduction -- Part I: The idea of strategic planning -- 1 Strategies, strategic planning and success potentials -- 1.1 Strategies -- 1.2 Strategic planning -- 1.3 Building success potentials as the main purpose of -- 2 The development of strategic planning -- 2.1 Four phases in the development of strategic -- 2.2 The role of strategic planning within strategic -- 3 Assessment of strategies -- 3.1 Basic reflections on the assessment of strategies -- 3.2 Model for the assessment of strategies -- Part II: The process of strategic planning and the resulting -- 4 Strategic documents as the result of strategic planning -- 4.1 Basic types of strategic document -- 4.2 Combinations of strategic documents for specific -- 5 The process of strategic planning -- 5.1 The need for a systematic process of strategic -- 5.2 Overview of the process of strategic planning -- 5.3 A brief note on the steps of the process -- 5.4 The strategic planning process of an electricity -- 5.5 Adapting the process of strategic planning -- 6 The strategic analysis and planning toolbox -- 6.1 Important tools of strategic analysis and planning -- 6.2 Allocating the tools to the three sections of -- Part III: Strategy project planning and strategic analysis -- 7 Project planning -- 7.1 Why strategic planning should be seen as a -- 7.2 Overview of the topics of project planning -- 7.3 Determining the project scope -- 7.4 Determining the objectives and boundary -- 7.5 Deciding whether to hire a consultant -- 7.6 Fixing the project organization -- 7.7 Fixing the process and the milestones of the -- 7.8 Budgeting the project cost -- 8 Strategic analysis -- 8.1 The need for strategic analysis before strategies -- 8.2 Content and conclusions of strategic analysis -- 8.3 Description of the applied methods -- 8.4 The process of strategic analysis -- Part IV: Developing corporate strategies -- 9 Defining the strategic businesses -- 9.1 The strategic business as a three dimensional -- 9.2 Two types of strategic business -- 9.3 Constellations of strategic business fields -- 9.4 Defining strategic businesses -- 10 Assessing relevant industries with the help of -- 10.1 Basic reflections on the assessment of -- 10.2 Analyzing industry structure with the Five Forces -- 10.3 Analyzing structures within industries with the -- 11 Determining strategic objectives with the help of -- 11.1 The basis of portfolio methods -- 11.2 The market growth -- market share portfolio -- 11.3 The industry attractiveness -- competitive strength -- 11.4 Portfolio analysis and planning process -- 12 The corporate strategy development process -- 12.1 Overview of the process of developing a -- 12.2 Defining the strategic businesses -- 12.3 Describing the current strategy and forecasting -- 12.4 Assessing the current strategy and determining -- Part V: Developing business strategies -- 13 Generic business strategies -- 13.1 Basic reflections on the generic business strategies -- 13.2 Overview of the generic business strategies -- 13.3 The broad scope price strategy -- 13.4 The broad scope differentiation strategy -- 13.5 The niche focus strategies -- 13.6 Success condit.
Titelhinweis Buchausg. u.d.T.: ‡Grünig, Rudolf, 1954 - : Process-based strategic planning
ISBN ISBN 978-3-540-27342-4
Klassifikation KJM
BUS041000
650
658.4/012
650
HD28-70
QP 320
QP 360
Kurzbeschreibung A company's strategies define its future direction specifying not only target market positions for many years to come, but also the key competitive advantages both at the level of the market offers and for resources. Developing future strategies is an important and complex task which is the core issue in this book. This edition has new material
1. Schlagwortkette Unternehmensplanung
Strategische Planung
1. Schlagwortkette ANZEIGE DER KETTE Unternehmensplanung -- Strategische Planung
2. Schlagwortkette Unternehmensplanung
ANZEIGE DER KETTE Unternehmensplanung
SWB-Titel-Idn 264350340
Signatur Springer E-Book
Bemerkungen Elektronischer Volltext - Campuslizenz
Elektronische Adresse $uhttp://dx.doi.org/10.1007/b138944
Internetseite / Link Volltext
Siehe auch Volltext
Siehe auch Cover
Siehe auch Inhaltsverzeichnis
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