Image from Coce

Creating value : successful business strategies / Shiv S. Mathur and Alfred Kenyon.

By: Contributor(s): Material type: TextTextPublisher: Oxford : Butterworth-Heinemann, 2001Edition: Second editionDescription: x, 383 pages : illustrations ; 24 cmContent type:
  • text
Media type:
  • unmediated
Carrier type:
  • volume
ISBN:
  • 0750653639
  • 9780750653633
Subject(s): DDC classification:
  • 658.4012
Contents:
Preface to the first edition -- Preface to the second edition -- Outline: The framework in a nutshell -- 1. Purpose, scope and basics -- Pt. 1. Fundamentals: The Framework and its Main Building Blocks -- 2. Objectives: what is business strategy for? -- 3. Competitive and corporate strategy - why centred on offerings? -- App. 3.1. Identifying a single offering -- App. 3.2. Financial strategies outside the framework -- Pt. 2. Understanding Competitive Positioning and Strategy -- 4. Differentiation creates private, not public markets -- App. 4.1. Segments and segmentation -- 5. Differentiation and its dimensions: classification of competitive strategies -- 6. Competitive positioning: differentiation and price -- App. 6.1. Measuring the overall price sensitivity of an offering -- 7. Competitive positioning in imperfect markets with dominant sellers -- Pt. 3. Competitive Strategies for Profit -- 8. Competitive strategy: what makes it profitable? -- App. 8.1. Profitability analysis and the five-forces framework -- App. 8.2. Cost leadership and price leadership -- 9. Competitive strategy: dynamics of positioning -- Pt. 4. Resources and Business Strategy -- 10. The theory of winning resources (the resource-based view) -- 11. Winning resources for the manager -- 12. The 'scissors' process for choosing a competitive strategy -- Pt. 5. Corporate Strategy for Clusters of Offerings -- 13. Corporate strategy's task is to build financial value -- App. 13.1. Do financial markets breed short-termism? -- 14. False and valid tests of corporate strategy -- 15. The corporate raider or catalyst -- 16. Valuable clusters of offerings: relatedness -- App. 16.1. The three styles of Goold and Campbell -- App. 16.2. The principle of relatedness -- 17. How do managers develop successful corporate strategies? -- Pt. 6. Other Implications of the Framework -- 18. Where in the world to sell and operate -- 19. Operating and organizational implications of his framework -- Endpiece: Business strategy for a new century -- Glossary -- References -- Index.
Tags from this library: No tags from this library for this title. Log in to add tags.
Holdings
Item type Current library Call number Copy number Status Date due Barcode
Book City Campus City Campus Main Collection 658.4012 MAT (Browse shelf(Opens below)) 1 Available A288794B

Previous ed.: 1997.

Includes bibliographical references and index.

Preface to the first edition -- Preface to the second edition -- Outline: The framework in a nutshell -- 1. Purpose, scope and basics -- Pt. 1. Fundamentals: The Framework and its Main Building Blocks -- 2. Objectives: what is business strategy for? -- 3. Competitive and corporate strategy - why centred on offerings? -- App. 3.1. Identifying a single offering -- App. 3.2. Financial strategies outside the framework -- Pt. 2. Understanding Competitive Positioning and Strategy -- 4. Differentiation creates private, not public markets -- App. 4.1. Segments and segmentation -- 5. Differentiation and its dimensions: classification of competitive strategies -- 6. Competitive positioning: differentiation and price -- App. 6.1. Measuring the overall price sensitivity of an offering -- 7. Competitive positioning in imperfect markets with dominant sellers -- Pt. 3. Competitive Strategies for Profit -- 8. Competitive strategy: what makes it profitable? -- App. 8.1. Profitability analysis and the five-forces framework -- App. 8.2. Cost leadership and price leadership -- 9. Competitive strategy: dynamics of positioning -- Pt. 4. Resources and Business Strategy -- 10. The theory of winning resources (the resource-based view) -- 11. Winning resources for the manager -- 12. The 'scissors' process for choosing a competitive strategy -- Pt. 5. Corporate Strategy for Clusters of Offerings -- 13. Corporate strategy's task is to build financial value -- App. 13.1. Do financial markets breed short-termism? -- 14. False and valid tests of corporate strategy -- 15. The corporate raider or catalyst -- 16. Valuable clusters of offerings: relatedness -- App. 16.1. The three styles of Goold and Campbell -- App. 16.2. The principle of relatedness -- 17. How do managers develop successful corporate strategies? -- Pt. 6. Other Implications of the Framework -- 18. Where in the world to sell and operate -- 19. Operating and organizational implications of his framework -- Endpiece: Business strategy for a new century -- Glossary -- References -- Index.

Machine converted from AACR2 source record.

There are no comments on this title.

to post a comment.

Powered by Koha