The New Corporate StrategyWiley, 7 mar 1988 - 258 pagine Twenty years ago, he wrote the bible on corporate strategy. Now, Igor Ansoff returns to meet the challenges of today' s changing economy... The New Corporate Strategy. An indispensable guide to identifying, understanding, and adapting to changes in today' s business environment. Here' s how to set your company' s strategy straight and get the hundred percent effort you need from your people to achieve it. What the experts say about Igor Ansoff and The New Corporate Strategy... " Vintage Ansoff, with the kind of updating and currency one would expect from him." -- E. Kirby Warren Professor of Management and Vice Dean, Columbia University " Igor Ansoff is the father of strategic management. Corporate Strategy remains the most elaborate model of strategic planning in the literature." -- Henry Mintzberg Bronfman Professor, McGill University " Igor Ansoff has been a pioneer in strategic management for over 20 years. He has written a milestone work.&quo -- Robert Boyden Lamb Editor-in-Chief, The Journal of Business Strategy |
Sommario
STRATEGY IMPLEMENTATION | 4 |
A Model for Strategic Decisions | 17 |
Objectives | 27 |
Copyright | |
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Parole e frasi comuni
acquisition activity alternatives approach basic behaviour Boston Consulting Group budget business firm capability capital investment theory Chapter characteristics competence competitive analysis competitive profiles competitive strategy competitors concept concern conglomerate constraints contribution critical mass decision rules demand discussed diversification diversification/internationalization economic effect entrepreneurial environment evaluation example expected value Figure firm's objectives forecast future game theory goals growth vector Henry Mintzberg historical Igor Ansoff Implanting Strategic Management implementation incremental industry internal internationalization joint effects long-term major market share measure method micro-economic operating opportunities optimize organization organizational overall performance Peter Drucker portfolio analysis portfolio strategy potential practice present portfolio priorities product differentiation profitability prospects R O I resistance response result risk selection skills strategic business areas strategic change strategic decisions strategic development strategic planning strategic problem strategy formulation structure sub-industries synergistic synergy Table tegic top management traditional turbulence typically yardstick