{"product_id":"competitive-strategy-dynamics-hardback-9780471899495","title":"Competitive Strategy Dynamics (Hardback) 9780471899495","description":"\u003cfont face=\"Georgia\"\u003e\r\n\u003cp\u003e\u003cfont size=\"6\"\u003eCompetitive Strategy Dynamics\u003c\/font\u003e\u003cbr\u003e\r\n\r\n\r\n\r\n\r\n\r\n\u003c\/p\u003e\n\u003cp\u003e\u003cfont size=\"4\"\u003eKim Warren (Author)\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e9780471899495, Wiley\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eHardback, published 8 July 2002\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e352 pages\u003cbr\u003e25 x 17.7 x 2.6 cm, 0.737 kg\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\r\n\u003cp align=\"justify\"\u003e\u003cem\u003e\u003cfont size=\"3\"\u003e\"...many valuable ideas...\" (Long Range Planning, Vol 37 2004)\u003c\/font\u003e\u003c\/em\u003e\u003c\/p\u003e\r\n\r\n\u003cp align=\"justify\"\u003e\u003cstrong\u003e\u003cfont size=\"3\"\u003eThis book offers a practical, fact-based approach to explain how enterprises deliver performance over time. Rigorous methods explain how to quantify the growth, decline and interdependence within the organisation's resources and capabilities as well as the continuous interactions with competitors and other external factors. These methods create clear and practical pictures of the strategic architecture driving earnings and other performance outcomes, not just for commercial firms, but for non-profit cases too. Management is then well-equipped to answer three crucial questions in their strategy development : why has the business performed as it has to date? where is performance headed in the future if we carry on as now? and how can we alter this future for the better? The book provides the basis for an entire course on the time-based perspective on competitive strategy, connecting strongly to established static frameworks. Alternatively it offers a vital missing component for existing courses in strategy and general management, as well as a key reference text for professionals in corporate development, consulting and business analysis.\u003c\/font\u003e\u003c\/strong\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e\u003cp\u003ePreface ix\u003c\/p\u003e \u003cp\u003eAcknowledgments xv\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart I Getting Started 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 The Critical Path—the Meaning of ‘‘Dynamics’’ 3\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStrategic resources and performance 7\u003c\/p\u003e \u003cp\u003eThe problem of valuing businesses and their strategies 10\u003c\/p\u003e \u003cp\u003eIndustry factors and firm performance 12\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Strategic Resources—the Fuel of Firm Performance 15\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eA sharper focus on strategic resources 15\u003c\/p\u003e \u003cp\u003eWhat is already known about resources and sustained performance 17\u003c\/p\u003e \u003cp\u003eSWOT analysis—a poor basis for sound strategy 19\u003c\/p\u003e \u003cp\u003eWinning and keeping resources 21\u003c\/p\u003e \u003cp\u003eDefining and measuring resources and their flows 25\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Getting Specific—Quantifying Change 31\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGet quantitative!—the importance of scale, rates of change, and time charts 31\u003c\/p\u003e \u003cp\u003eAdding ‘‘lumps’’ of resource 34\u003c\/p\u003e \u003cp\u003eStimulating and exploiting potential resources 36\u003c\/p\u003e \u003cp\u003eDeveloping resources within the business 41\u003c\/p\u003e \u003cp\u003eUsing time charts to estimate resource development 44\u003c\/p\u003e \u003cp\u003eAn illustrative scenario for staff development 45\u003c\/p\u003e \u003cp\u003eDeveloping resources beyond the firm 46\u003c\/p\u003e \u003cp\u003eThe failure of correlation methods to explain business performance 47\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Building the Machine—Reinforcing Feedback between Resources 51\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCurrent approach to linkages within and beyond the business 51\u003c\/p\u003e \u003cp\u003e‘‘To he who hath shall be given’’—the strength of complementary resources 53\u003c\/p\u003e \u003cp\u003eResource interdependence—an example of self-reinforcement in brand building 55\u003c\/p\u003e \u003cp\u003eReinforcing feedback—the magic of exponential growth (but dangers of collapse) 61\u003c\/p\u003e \u003cp\u003eCompleting the resource-system in brands—adding limits to potential resources, resource losses, and management decisions 63\u003c\/p\u003e \u003cp\u003eMost resources need not be depleted to build others 65\u003c\/p\u003e \u003cp\u003eBe clear where revenues and costs arise 66\u003c\/p\u003e \u003cp\u003eResource dynamics and value-chain analysis 68\u003c\/p\u003e \u003cp\u003eA practical example—rejuvenating a knitwear brand 70\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Removing the Brakes—Balancing Feedback Holds Back Growth 75\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eRecognizing balancing feedback 75\u003c\/p\u003e \u003cp\u003eFurther developments of the banking example 82\u003c\/p\u003e \u003cp\u003eSelf-balancing resources 83\u003c\/p\u003e \u003cp\u003eA note on spreadsheets, system dynamics, and simulation modeling 85\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 The Strategic Architecture—Designing the System to Perform 89\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIndustry example—new product development in car manufacture 90\u003c\/p\u003e \u003cp\u003eA seven-step process for capturing the Strategic Architecture 91\u003c\/p\u003e \u003cp\u003eStrategic Architecture: diagnosing performance challenges 105\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart II Further Concepts 115\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 The Hard Face of Soft Factors—the Power of Intangible Resources 117\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFeatures and impact of intangible resources 119\u003c\/p\u003e \u003cp\u003eMeasuring intangible resources 120\u003c\/p\u003e \u003cp\u003e‘‘Indirect’’ resources, reflecting people’s feelings or expectations regarding issues that concern them 121\u003c\/p\u003e \u003cp\u003eResource attributes 134\u003c\/p\u003e \u003cp\u003eIntegrating intangible resources into the strategic architecture 149\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Into Battle—the Dynamics of Rivalry 157\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eType 1 rivalry: developing potential customers 158\u003c\/p\u003e \u003cp\u003eType 2 rivalry: capturing rivals’ customers 175\u003c\/p\u003e \u003cp\u003eType 3 rivalry: competing for sales to shared customers 181\u003c\/p\u003e \u003cp\u003eSimplifying multi-competitor dynamics: Strategic Groups 196\u003c\/p\u003e \u003cp\u003eExtending rivalry to resources other than customers 198\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 Building the Capability to Perform 207\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMeasuring capabilities 210\u003c\/p\u003e \u003cp\u003eLearning as capability building 212\u003c\/p\u003e \u003cp\u003eA process for dealing with capabilities in analyzing performance dynamics 223\u003c\/p\u003e \u003cp\u003eThe impact of capabilities on performance of the entire business 225\u003c\/p\u003e \u003cp\u003eFrom team learning to organizational learning 231\u003c\/p\u003e \u003cp\u003eLeadership team competence 238\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Keeping the Wheels on the Road—Steering the Dynamics of Strategy 243\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eManaging a single resource—the ‘‘goal and control’’ structure 244\u003c\/p\u003e \u003cp\u003eDissecting interference between policies 256\u003c\/p\u003e \u003cp\u003eConflicting goals 264\u003c\/p\u003e \u003cp\u003eLimits to human decision making 271\u003c\/p\u003e \u003cp\u003eInterference between goals and policies 272\u003c\/p\u003e \u003cp\u003eGoals, controls and the Balanced Scorecard (BSC) 276\u003c\/p\u003e \u003cp\u003eIllustration of valuing a strategic initiative 279\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 Further Developments on Existing Strategy Concepts 283\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eOther firm-level strategy frameworks 284\u003c\/p\u003e \u003cp\u003eIndustry-level approaches to strategy 289\u003c\/p\u003e \u003cp\u003eThe strategy process 301\u003c\/p\u003e \u003cp\u003eFurther opportunities from a resource-system approach—corporate-level strategy 303\u003c\/p\u003e \u003cp\u003eAppendix 307\u003c\/p\u003e \u003cp\u003eReferences 317\u003c\/p\u003e \u003cp\u003eIndex 319\u003c\/p\u003e\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eSubject Areas: Business \u0026amp; management [\u003ca title=\"See our other books on Business \u0026amp; management\" 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