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Part II Strategic Advantage
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Part II Strategic Advantage
by Stephen Cummings, Duncan Angwin
The Strategy Pathfinder, 3rd Edition
The Strategy Pathfinder Map
Pathways to Strategy
About the Creators
1: Strategic Purpose
It’s Not Just About the Money
Vehicles for Strategic Purpose
Where Does an Organisation’s Purpose Come From?
What Are the Constraints on CEO Power?
Who Are the Other Movers and Shakers that Influence Strategic Purpose?
How Can Different Stakeholder Interests Be Managed Strategically?
Who Determines Strategic Purpose?
Strategic Purpose Key Learnings Mind-Map
Part I The Strategic Environment
2: Macro-Shocks
The Impacts of Macro-Environmental Forces: The Role of Boundedness
Detecting Movements in the Macro-Environment
Analysing Macro-Environmental Forces
Identifying Key Macro-Environmental Forces
3: Industry Forces
Strategic Hell: Perfect Competition
The Industry Life Cycle
Industry Structure
Industry Forces
Cooperative Forces
Industry Forces Key Learnings Mind-Map
Part II Strategic Advantage
4: Competitive Advantage
Competitive Advantage
Competitive Strategy
Strategy as Positioning (or “Fit”)
Blue Ocean Strategies
Supporting Competitive Position
Competitive Advantage Key Learnings Mind-Map
5: Resource-Based Advantage
Culture
Resources and Capabilities
The Future of Culture, Resources and Capabilities as Sources of Strategic Advantage
Resource-Based Advantage Key Learnings Mind-Map
6: Business Model Advantage
What Are Business Models?
How to Do It?
Barriers to Business Model Innovation
Is a Business Model the Same as a Strategy?
Business Model Advantage Key Learnings Mind-Map
7: Corporate Advantage
Why Does the Multi-Business (M-form) Exist?
What Businesses Should They Be In?
Corporate Strategy in Practice
Corporate Advantage and the Role of the Centre
Corporate Advantage Key Learnings Mind-Map
Part III Strategic Growth
8: New Ventures
Innovation and Entrepreneurship
External New Ventures
The Best Approach to New Ventures? It’s About Strategic Choices …
New Ventures Key Learnings Mind-Map
9: Crossing Borders
Why Do Countries Specialise and Organisations Trade Across National Boundaries?
Why Do Organisations Leave Their Home Countries?
What Are the Obstacles to Crossing Borders?
What Strategies Can Be Used for Competing Internationally?
Which Borders Should Be Crossed?
What Methods Can Be Used for Crossing Borders?
How Can Organisations Retreat and Retrench Back from New Markets?
How Can Organisations Structure Themselves for Competing Across Borders?
Crossing Borders Key Learnings Mind-Map
10: Leading Strategic Change
Conventional Intervention Models for Leading Change
Newer (and More Nuanced) Frameworks for Guiding Change
The Strategic Leadership Challenge: Blending Change and Continuity
Leading Change Key Learnings Mind-Map
11: Evaluating Strategic Performance
Accounting-Based Performance Measures
Stock Market Performance Measures
Strategy Assessment
Broader Views of Performance: Ethics and Sustainability
Business Ethics and Corporate Integrity
Sustainability and The Triple Bottom Line
Balance in All Things: The Balanced Scorecard and Risk Assessment Matrix
Strategic Evaluation Key Learnings Mind-Map
Part IV Maverick Strategies
12: The Maverick: Six Senses of Strategy
VISUAL Observations of Strategy
AUDIO Observations of Strategy
TASTE Observations of Strategy
OLFACTORY Observations of Strategy
KINETIC Observations of Strategy
The “SIXTH SENSE” of Strategy? The Keystone
Maverick Strategies Key Learnings Mind-Map
Apple: Sensography in Action
BIPA: More than skin deep?
Exercise Group
Appendices
Practice Cases for Job Interviews
Using The Strategy Pathfinder 3rd Edition for Assessments and Examinations
References
Glossary of Core Strategic Management Concepts
Acknowledgements
Index
EULA
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3: Industry Forces
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4: Competitive Advantage
Part II Strategic Advantage
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