Fad-Free Strategy
Routledge (Verlag)
978-0-367-24356-2 (ISBN)
Fad-Free Strategy provides a ground-breaking approach to making better business strategy decisions: more efficient, open to out-of-the-box opportunities and evidence-based. Most strategy books focus on Grand Strategy, the process that leads to high-level recommendations or, more accurately, hypotheses about where and how to compete. While this book briefly covers critical Grand Strategy practices, it deep dives into Operational Strategy, the process of validation, adaptation and possible rejection of those hypotheses.
Operational Strategy is based on an in-depth understanding of customer preferences and anticipating the choices they make. Those choices rather than managers’ ambitions determine whether a strategy will generate the aspired financial results. The book explains, by means of detailed real-world cases across industries, how to generate validated solutions to any strategic problem such as: how to enter successfully into new markets, either as an innovator or as a latecomer? How to defend one’s position against aggressive new entrants? Or how to sustain margins when price is the only thing customers seem to care about?
This remarkable book contains expert advice from accomplished strategic advisors and thought leaders Daniel Deneffe and Herman Vantrappen. Fad Free Strategy will be a useful tool for smart business executives at mainstream companies who are disappointed with strategy fads and simplistic solutions based on cherry-picked, anecdotal evidence from today’s hero companies. It will also appeal to economics faculty members teaching graduate courses in business strategy who are looking for an economics-based strategy textbook that is both rigorous and comprehensive. The book’s core ideas have been taught successfully in continuing and executive education programs at Harvard University and Hult International Business School.
Daniel Deneffe is the Managing Director of Deneffe Consulting and a former Partner at Arthur D. Little. He is also a Professor of Strategy and Managerial Economics at Hult International Business School and teaches Business Strategy in the Real World at Harvard University’s Division of Continuing Education. Herman Vantrappen is the Managing Director of Akordeon, a strategic advisory firm. A former partner at Arthur D. Little, he has published numerous articles in a variety of journals, including Long Range Planning, MIT Sloan Management Review, Strategy & Leadership and Harvard Business Review.
List of figures, List of tables, List of boxes, Acknowledgments, About the authors, PART ONE: FROM GRAND STRATEGY TO OPERATIONAL STRATEGY, Chapter 1: The promises of a categorically different book on real-world business strategy, Promise #1: A practical action-oriented approach, based upon doing rather than observing, Promise #2: A generalizable rather than an anecdotal hero-based approach, Promise #3: A totally customerS-centric approach, Promise #4: An evidence-based realistic managerial economics approach, Promise #5: A focus on common principles rather than common truths, Promise #6: A totally open and transparent posture, Structure of the book, Notes, Chapter 2: Grand Strategy as a lead-in to Operational Strategy, The meaning of Grand Strategy, Grand Strategy and Operational Strategy as an end-to-end process, Good practice for the Grand Strategy design process, The merits of Grand Strategy, The payroll services case example, Conclusions, Notes, Chapter 3: The foundations of Operational Strategy, Types of Grand Strategy outcomes to be tested in Operational Strategy, Behavioral assumptions when testing Grand Strategy outcomes, The core concepts of willingness-to-pay and willingness-to-buy, The industrial pump case example, Conclusions, Notes, PART TWO: APPLICATIONS OF OPERATIONAL STRATEGY, Chapter 4: Operationalizing a new market entry strategy, Step 1. Define objectives sensibly and constraints exhaustively, Step 2. Estimate the size of the potential market, Step 3. Estimate the size of the accessible market, Step 4. Define the strategic positioning options, Step 5. Estimate the impact of the options on individual customer choices, Step 6. Derive the impact of the options on aggregate customer choices, Step 7. Derive the impact of competitor responses, Step 8. Select the option with the highest impact on company objectives, Conclusions, Notes, Chapter 5: Operationalizing a defense strategy against a new entrant, The limits of the traditional defense strategy logic, A defense strategy framework based on behavioral logic, The telecommunications case as an example of a "differentiation" defense strategy, The cement case as an example of a "fighting brand" defense strategy, Conclusions, Notes, Chapter 6: Operationalizing a strategy when having zero competitive advantage, Cost cutting and value pricing, A framework for margin improvement in B2B markets, A framework for margin improvement in B2C markets, Conclusions, Notes, Chapter 7: The real-world way forward, No walk-in-the-park, Ideology is of little practical use, Rethink market segments, The end of the average, It’s all in the product, Deal value is the single most important notion, Operational Strategy and Grand Strategy go hand-in-hand, Notes, Index
| Erscheinungsdatum | 26.09.2019 |
|---|---|
| Zusatzinfo | 66 Tables, black and white; 27 Line drawings, black and white; 93 Illustrations, black and white |
| Verlagsort | London |
| Sprache | englisch |
| Maße | 156 x 234 mm |
| Gewicht | 624 g |
| Themenwelt | Wirtschaft ► Betriebswirtschaft / Management ► Unternehmensführung / Management |
| Wirtschaft ► Volkswirtschaftslehre ► Ökonometrie | |
| ISBN-10 | 0-367-24356-3 / 0367243563 |
| ISBN-13 | 978-0-367-24356-2 / 9780367243562 |
| Zustand | Neuware |
| Haben Sie eine Frage zum Produkt? |
aus dem Bereich
