Process-based strategic planning /
Saved in:
| Author / Creator: | Grünig, Rudolf. |
|---|---|
| Edition: | 2nd ed. |
| Imprint: | Berlin ; New York : Springer, c2002. |
| Description: | xxii, 314 p. : ill. ; 24 cm. |
| Language: | English |
| Subject: | |
| Format: | Print Book |
| URL for this record: | http://pi.lib.uchicago.edu/1001/cat/bib/4867861 |
Table of Contents:
- Preface
- Brief contents
- Contents
- List of figures
- List of insets
- 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 strategic planning
- 2. The development of strategic planning and its integration into strategic management
- 2.1. The development of strategic plarining
- 2.2. The role of strategic planning within strategic management
- 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 documents
- 4. Strategic documents as the result of strategic planning
- 4.1. Basic types of strategic document
- 4.2. Combinations of strategic documents for specific companies
- 5. The process of strategic planning
- 5.1. The need for a systematic process of strategic planning
- 5.2. Overview of the process of strategic planning
- 5.3. A brief note on the steps in the process
- 6. Adapting the process of strategic planning
- 6.1. Reasons for adapting the process
- 6.2. Adapting the process to companies with reduced or greater complexity of structure
- 6.3. Adapting the process to deal with specific strategic questions
- 6.4. Final remarks
- Part III. Strategy project plarining and strategic analysis
- 7. Project planning
- 7.1. Why strategic planning should be seen as a project
- 7.2. Overview of the topics of project planning
- 7.3. Determining the project scope
- 7.4. Determining the objectives and boundary conditions of the project
- 7.5. Deciding whether to hire a consultant
- 7.6. Fixing the project organization
- 7.7. Fixing the process and the milestones of the project
- 7.8. Budgeting the project cost
- 8. Strategic analysis
- 8.1. The need for strategic analysis before strategies are developed
- 8.2. Content and conclusions of strategic analysis
- 8.3. The methods of strategic analysis
- 8.4. Description of the methods applied in strategic analysis
- 8.4.1. The choice of the methods applied in strategic analysis
- 8.4.2. Global environmental analysis
- 8.4.3. Description of the market system
- 8.4.4. The identification of success factors
- 8.4.5. Analysis of strengths and weaknesses
- 8.4.6. Stakeholder value analysis
- 8.5. The process of strategic analysis
- 8.5.1. Overview of the process of strategic analysis
- 8.5.2. Determining the preconditions for analysis
- 8.5.3. Carrying out the analysis
- Part IV. Developing corporate strategies
- 9. Defining the strategic businesses
- 9.1. The strategic business as a three dimensional construct
- 9.2. Two types of strategic business
- 9.3. Constellations of strategic business fields and strategic business units
- 9.4. Defining strategic businesses
- 10. Assessing relevant markets with the help of competitive intensity models
- 10.1. Basic reflections on the assessment of competitive intensity
- 10.2. Analyzing industry structure with the Five Forces model
- 10.2.1. The basic concept underlying the Five Forces model
- 10.2.2. Areas of application
- 10.2.3. Procedure
- 10.3. Analyzing structures within industries with the Strategic Groups model
- 10.3.1. The basic concept underlying the Strategic Groups model
- 10.3.2. Areas of application
- 10.3.3. Procedure
- 11. Determining strategic objectives with the help of portfolio methods
- 11.1. The basis of portfolio methods
- 11.2. The market growth - market share portfolio
- 11.2.1. The portfolio matrix
- 11.2.2. Norm strategies
- 11.2.3. Recommendations for the portfolio as a whole
- 11.3. The industry attractiveness - competitive strength portfolio
- 11.3.1. The portfolio matrix
- 11.3.2. Norm strategies and recommendations for the portfolio as a whole
- 11.4. Portfolio analysis and planning process
- 11.4.1. Overview of the process
- 11.4.2. Preliminary methodological decisions
- 11.4.3. Description of the current portfolio
- 11.4.4. Predicting changes in real market growth or industry attractiveness
- 11.4.5. Analysis of the current portfolio
- 11.4.6. Planning the target portfolio and target market positions
- 11.4.7. Portfolio anyalsis and planning in a retail group
- 12. The corporate strategy development process
- 12.1. Overview of the process of developing a corporate strategy
- 12.2. Defining the strategic businesses
- 12.3. Describing the current strategy and forecasting developments relevant to its assessment
- 12.4. Assessing the current strategy and determining the planned strategy
- 12.4.1. Preliminary remarks
- 12.4.2. Assessment of the current strategy
- 12.4.3. Development of the strategic options
- 12.4.4. Assessment of the strategic options
- 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
- 13.5.1. A niche as a specific form of industry segment
- 13.5.2. The identification and assessment of niches with the help of industry segment analysis
- 13.5.3. Requirements for niches
- 13.6. Success conditions and risks of the generic business strategies
- 13.6.1. Success conditions of the generic business strategies
- 13.6.2. Risks of the generic business strategies
- 13.7. Transitional strategies and strategy alternation
- 13.7.1. Basic reflections on transitional strategies and strategy alternation
- 13.7.2. Transitional strategies
- 13.7.3. Strategy alternation
- 14. Specifying business strategies at the level of the market offer
- 14.1. Basic reflections on specifying business strategies at the level of the market offer
- 14.2. Specifying the market offer for a price strategy
- 14.2.1. Three areas of specification
- 14.2.2. Specifying the products and services
- 14.2.3. Specifying the mix of products and services
- 14.2.4. Specifying the pricing
- 14.3. Specifying the market offer for a differentiation strategy
- 14.3.1. The importance of a clear view of the served industry segments) and of the main cornpetitors
- 14.3.2. Strategic positioning of the market offer
- 14.3.3. Ideas for the strategic positioning of the market offer
- 14.4. The identification of success factors and the analysis of strengths and weaknesses as a basis for specifying the market offer
- 14.5. Assessing options for competitive advantages in the market offer
- 15. Specifying business strategies at the level of resources
- 15.1. Basic reflections on specifying business strategies at the level of resources
- 15.2. Understanding resources
- 15.3. Valuable resources
- 15.4. Determining which resources to build or maintain
- 15.4.1. Overview of the process
- 15.4.2. Identifying the resources creating customer value
- 15.4.3. Determining which of the resources creating customer value are rare
- 15.4.4. Assessing sustainability of the resources creating customer value and found to be rare
- 16. The business strategy development process
- 16.1. Overview of the process of developing a business strategy
- 16.2. Assessing the current business strategy
- 16.3. Determining and assessing options for the future generic business strategy and the target industry segments)
- 16.4. Determining and assessing options for the future competitive advantages
- 16.4.1. The reason for identifying and assessing options
- 16.4.2. The network of success potentials as an approach to developing options for competitive advantages
- 16.4.3. Basic options for competitive advantages
- 16.4.4. Criteria for assessing options for competitive advantages
- 16.5. Developing the business strategy of a watch manufacturer
- Part VI. Defining the implementation measures and assessing and approving the strategies
- 17. Defining the implementation measures
- 17.1. Basic reflections on implementing strategies
- 17.2. Types of strategic program
- 17.3. The process of defining the implementation measures
- 17.3.1. Overview of the process of defining the implementation measures
- 17.3.2. The steps in defining the implementation programs
- 18. Final assessment of strategies and strategy implementation measures
- 18.1. The need for a final assessment
- 18.2. The assessment criteria
- 18.2.1. Overview of the assessment criteria
- 18.2.2. Assessment of the total value of the strategies
- 18.2.3. Assessment with the remaining sets of criteria
- 18.3. Process of final assessment of strategies and strategy implementation measures
- 18.3.1. Overview of the process of final assessment of strategies and strategy implementation measures
- 18.3.2. The steps of final assessment of strategies and strategy implementation measures
- 19. Formulating and approving the strategic documents
- 19.1. Overview of the process of formulating and approving the strategic documents
- 19.2. Steps in formulating and approving the strategic documents
- Final remarks
- Glossary
- Index
- Bibliography
