MBA Core Management Knowledge - One Year Revision Schedule - Starts from 18 January 2016
29 August 2016
Crafting and Executing Strategy: Concepts and Readings -20th Edition - Thompson, Gamble and Strickland - Chapter Summaries
Creating Value: Successful Business Strategies
Shiv Sahai Mathur, Alfred Kenyon
Routledge, 2001 - Business & Economics - 400 pages
'Creating Value through Business Strategy' is the new edition of 'Creating Value: Shaping Tomorrow's Business', winner of the MCA prize for best management in 1997.
This new edition provides constructive guidelines to readers to open their minds to the challenges of creating value. It extends and updates the reasons for the choice of the individual offering as the strategy unit and intensifies and extends the challenges to standard approaches and conventional thinking. Updates to all the material from the first edition are included and new examples have been added throughout.
27 August 2016
Strategy synthesis: resolving strategy paradoxes to create competitive advantage. Concise versionBob de Wit, Ron Meyer
Cengage Learning EMEA, 2005 - Business planning - 293 pages
The belief that managers and potential managers will profit from understanding the major conflicting approaches to strategy forms the point of departure for this book. Ignoring the profound differences between the various schools of thought does not enhance a manager’s or student’s capacity for strategic thinking. Rather, it is only when there is knowledge of the various points of view can strategists truly see the range of options open to them. Then they can find a way to choose between them, or integrate them, to be practically effective.This book is intended for readers who need a strategy text, without the case material.
Strategic Management - Bibliography
Four Best Practices for Strategic PlanningAPRIL 14, 2016 by Nicolas Kachaner, Kermit King, and Sam Stewart
The articles and books I referred today (12 Feb 2016)
8 Elements Of A Robust Product Launch Strategyhttp://www.forbes.com/sites/neilpatel/2015/03/16/8-elements-of-a-robust-product-launch-strategy/
Why Most Product Launches FailJoan SchneiderJulie Hall (HBR article)
Innovation Strategy: 4 Key Tactics of Top Growth Companies
Rethinking the Product LaunchYour customer value proposition is the key to organic growth — for a fast-food chain like Wendy’s, or for any other consumer business.
Creating an Organic Growth MachineKen Favaro, David Meer, Samrat Sharma
MAIN TOPICS : STRATEGY & EXECUTION
DESCRIPTION : Many CEOs don't seem to care about organic growth. They either give up on it, in the belief that their companies will inevitably become low growth, or...
Strategic Management: Concepts: Competitiveness and GlobalizationBy Michael A. Hitt, R. Duane Ireland, Robert E. Hoskisson
Google Book Preview
Remix Strategy: The Three Laws of Business CombinationsBenjamin Gomes-Casseres
Harvard Business Review Press, Aug 11, 2015 - 304 pages
How to Create Joint Value
Alliances, partnerships, acquisitions, mergers, and joint ventures are no longer the exception in most businesses—they are part of the core strategy. As managers look to external partners for resources and capabilities, they need a practical roadmap to ensure that these relationships will create value for their firm. They must answer questions like these: Which business combinations do we need? How should we govern them? Will their results justify our investments?
Benjamin Gomes-Casseres explains how companies create value by “remixing” resources with other companies. Based on decades of consulting and academic research, Remix Strategy shows how three laws shape the success of any business combination:
• First Law: The combination must have the potential to create more value than the parties could create on their own. Which elements from each business need to be combined to create joint value?
• Second Law: The combination must be designed and managed to realize the joint value. Which partners best fit our strategic goals? How should we manage the integration?
• Third Law: The value earned by the parties must motivate them to contribute to the collaboration. How will we share the joint value created? Will the returns shift over time?
Supported by examples from a wide range of industries and companies, and filled with practical tools for applying the three laws, this book helps managers design and lead a coherent strategy for creating joint value with outside partners.
The case for behavioral strategyLeft unchecked, subconscious biases will undermine strategic decision making. Here’s how to counter them and improve corporate performance.
March 2010 | byDan Lovallo and Olivier Sibony
Build, Borrow, or Buy: Selecting Successful Paths to Growing Your CompanyIt’s one of the most challenging questions an executive team faces — and the wrong answer can break your firm.
The problem is, most firms’ growth strategies emphasize just one type of growth — some focus on organic growth (BUILD), others on alliances (BORROW), and some on M&As (BUY). When these strategies falter, the common response is simply to try harder — but firms falling into this “implementation trap” usually end up losing out to a competitor whose approach is more inclusive.
So where do you start? By asking the right questions, argue INSEAD’s Laurence Capron and co-author Will Mitchell of Duke University’s Fuqua School of Business and the Rotman School of Management at the University of Toronto. Drawing on decades of research and teaching, Capron and Mitchell come up with a helpful framework, The Resource Pathways Framework, reflecting practices of a variety of successful global organizations, to determine which path is best for yours.
The resource pathways framework is built around three strategic questions:
• BUILD: Are your existing internal resources relevant for developing internally the new resources that you have targeted for growth?
• BORROW: Could you obtain the targeted resources via an effective relationship with a resource partner through licensing or alliances?
• BUY: Do you need broad and deep relationships with your resource provider and take majority control?
Written for large multinationals and emerging firms alike, Build, Borrow, or Buy will help solve a perennial question and will guide you through change while priming your organization for optimal growth.
Evolution of concepts and options of Strategic Management - list of 81
Management Accounting in Support of the Strategic Management Process
Research Paper - CIMA - (Narrative approach used)
Michael Porter: Aligning Strategy & Project Management
Uploaded 4 Feb 2015
Strategic Management: An Integrated Approach by Charles Hill, Gareth Jones - Book Information
Strategic Management: An Integrated Approach
Charles Hill, Gareth Jones
Cengage Learning, Feb 21, 2012 - 960 pages
Updated 27 August 2016, 12 Feb 2016, 8 Jan 2016,