Strategic Analysis and Choice: A Structured Approach
- 2h 44m
- Alfred G. Warner
- Business Expert Press
- 2010
Strategy and strategic planning at the firm level often gets a bad reputation because managers aren't trained in it and the tools are unfamiliar, infrequently used and often poorly applied. The outcomes of these efforts can therefore be incomplete, biased, and far too subjective and the results disappointing. This book will assist you in overcoming this problem by developing a systematic approach to conducting a strategic analysis. From assessing the general industry environment to analyzing industry forces and firm resources, well known models are introduced and explained. This culminates in selecting a strategy that is consistent with industry and firm specific conditions. Another problem is that the entire strategic process might seem fruitless, especially if it is treated as an episodic or occasional task. If the result of all that work is a document that gets put on a shelf or in a closet, what is the point? The outstanding new book will help develop the idea that strategic development is a broad based and ongoing process. Strategy may ultimately be the responsibility of the CEO but it needs (and benefits) from the engagement of others. Done right, that engagement and development aligns the organization more effectively.
In this Book
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Strategy as Process and Product, or, How to Build a Business Strategy without Too Much Pain
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Setting the Scope of Analysis—Defining Your Industry
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Analyzing the General Environment—PEST or PESTLE Assessment
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Porter's Five Forces Model, Part 1—Barriers to Entry
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Porter's Five Forces Model, Part 2—The Power of Suppliers, Buyers, Substitutes, and Rivalry
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Why Performance Differs—The Resource-Based View of the Firm
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Deciding What to Do—Models for Strategy Formulation
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Strategic Positions for Volatile Industries
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Some Final Thoughts on Practice and Improvisation
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Notes
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References
