Competitive strategy dynamics

摘要: Preface. Acknowledgments. Part I: Getting Started. 1. The Critical Path the Meaning of Dynamics . Strategic resources and performance. problem valuing businesses their strategies. Industry factors firm 2. Resources Fuel Firm Performance. A sharper focus on strategic resources. What is already known about sustained SWOT analysis a poor basis for sound strategy. Winning keeping Defining measuring flows. 3. Specific Quantifying Change. Get quantitative!?the importance scale, rates change, time charts. Adding lumps resource. Stimulating exploiting potential Developing within business. Using charts to estimate resource development. An illustrative scenario staff beyond firm. failure correlation methods explain business 4. Building Machine Reinforcing Feedback between Resources. Current approach linkages To he who hath shall be given strength complementary Resource interdependence an example self reinforcement in brand building. feedback magic exponential growth (but dangers collapse). Completing system brands adding limits resources, losses, management decisions. Most need not depleted build others. Be clear where revenues costs arise. dynamics value chain analysis. practical rejuvenating knitwear brand. 5. Removing Brakes Balancing Holds Back Growth. Recognizing balancing feedback. Further developments banking example. Self note spreadsheets, dynamics, simulation modeling. 6. Architecture Designing System Perform. new product development car manufacture. seven step process capturing Architecture. Architecture: diagnosing performance challenges. II: Concepts. 7. Hard Face Soft Factors Power Intangible Features impact intangible Measuring Indirect reflecting people s feelings or expectations regarding issues that concern them. attributes. Integrating into architecture. 8. Into Battle Rivalry. Type 1 rivalry: developing customers. 2 rivals 3 competing sales shared Simplifying multi competitor dynamics: Groups. Extending rivalry other than 9. Capability capabilities. Learning as capability dealing with capabilities analyzing dynamics. entire From team learning organizational learning. Leadership competence. 10. Keeping Wheels Road Steering Strategy. Managing single goal control structure. Dissecting interference policies. Conflicting goals. Limits human decision making. Interference goals Goals, controls Balanced Scorecard (BSC). Illustration initiative. 11. Developments Existing Strategy Other level strategy frameworks. approaches process. opportunities from corporate Appendix. References. Index.