Strategic Analysis
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Preface: Using this book
1. The strategic analysis process
Determining current strategy
2. Determining current strategy
Data analysis
3. Resources, capabilities and the value chain
4. Analysing resources and capabilities
5. Business models
6. Industry analysis
7. PEST analysis
Prioritisation of analyses
8. Adding value to numbers
9. Generating trends
10. Tacit knowledge and expert bias
11. Strategic knowledge systems
Integration of analyses
12. The dynamic SWOT
Determining preferred strategy
13. Choosing competitive position
14. Growth strategies
15. Corporate strategies
16. Strategy in an international context
Gap analysis
17. Formulating business strategy using gap analysis
18. Strategic planning
19. Managing the strategy development process
20. Culture and strategic behaviour
21. Managing strategic change
22. Conclusion
Determining current strategy
2. Determining current strategy
Data analysis
3. Resources, capabilities and the value chain
4. Analysing resources and capabilities
5. Business models
6. Industry analysis
7. PEST analysis
Prioritisation of analyses
8. Adding value to numbers
9. Generating trends
10. Tacit knowledge and expert bias
11. Strategic knowledge systems
Integration of analyses
12. The dynamic SWOT
Determining preferred strategy
13. Choosing competitive position
14. Growth strategies
15. Corporate strategies
16. Strategy in an international context
Gap analysis
17. Formulating business strategy using gap analysis
18. Strategic planning
19. Managing the strategy development process
20. Culture and strategic behaviour
21. Managing strategic change
22. Conclusion
Data analysis
3. Resources, capabilities and the value chain
4. Analysing resources and capabilities
5. Business models
6. Industry analysis
7. PEST analysis
Prioritisation of analyses
8. Adding value to numbers
9. Generating trends
10. Tacit knowledge and expert bias
11. Strategic knowledge systems
Integration of analyses
12. The dynamic SWOT
Determining preferred strategy
13. Choosing competitive position
14. Growth strategies
15. Corporate strategies
16. Strategy in an international context
Gap analysis
17. Formulating business strategy using gap analysis
18. Strategic planning
19. Managing the strategy development process
20. Culture and strategic behaviour
21. Managing strategic change
22. Conclusion
4. Analysing resources and capabilities
5. Business models
6. Industry analysis
7. PEST analysis
Prioritisation of analyses
8. Adding value to numbers
9. Generating trends
10. Tacit knowledge and expert bias
11. Strategic knowledge systems
Integration of analyses
12. The dynamic SWOT
Determining preferred strategy
13. Choosing competitive position
14. Growth strategies
15. Corporate strategies
16. Strategy in an international context
Gap analysis
17. Formulating business strategy using gap analysis
18. Strategic planning
19. Managing the strategy development process
20. Culture and strategic behaviour
21. Managing strategic change
22. Conclusion
6. Industry analysis
7. PEST analysis
Prioritisation of analyses
8. Adding value to numbers
9. Generating trends
10. Tacit knowledge and expert bias
11. Strategic knowledge systems
Integration of analyses
12. The dynamic SWOT
Determining preferred strategy
13. Choosing competitive position
14. Growth strategies
15. Corporate strategies
16. Strategy in an international context
Gap analysis
17. Formulating business strategy using gap analysis
18. Strategic planning
19. Managing the strategy development process
20. Culture and strategic behaviour
21. Managing strategic change
22. Conclusion
Prioritisation of analyses
8. Adding value to numbers
9. Generating trends
10. Tacit knowledge and expert bias
11. Strategic knowledge systems
Integration of analyses
12. The dynamic SWOT
Determining preferred strategy
13. Choosing competitive position
14. Growth strategies
15. Corporate strategies
16. Strategy in an international context
Gap analysis
17. Formulating business strategy using gap analysis
18. Strategic planning
19. Managing the strategy development process
20. Culture and strategic behaviour
21. Managing strategic change
22. Conclusion
9. Generating trends
10. Tacit knowledge and expert bias
11. Strategic knowledge systems
Integration of analyses
12. The dynamic SWOT
Determining preferred strategy
13. Choosing competitive position
14. Growth strategies
15. Corporate strategies
16. Strategy in an international context
Gap analysis
17. Formulating business strategy using gap analysis
18. Strategic planning
19. Managing the strategy development process
20. Culture and strategic behaviour
21. Managing strategic change
22. Conclusion
11. Strategic knowledge systems
Integration of analyses
12. The dynamic SWOT
Determining preferred strategy
13. Choosing competitive position
14. Growth strategies
15. Corporate strategies
16. Strategy in an international context
Gap analysis
17. Formulating business strategy using gap analysis
18. Strategic planning
19. Managing the strategy development process
20. Culture and strategic behaviour
21. Managing strategic change
22. Conclusion
12. The dynamic SWOT
Determining preferred strategy
13. Choosing competitive position
14. Growth strategies
15. Corporate strategies
16. Strategy in an international context
Gap analysis
17. Formulating business strategy using gap analysis
18. Strategic planning
19. Managing the strategy development process
20. Culture and strategic behaviour
21. Managing strategic change
22. Conclusion
13. Choosing competitive position
14. Growth strategies
15. Corporate strategies
16. Strategy in an international context
Gap analysis
17. Formulating business strategy using gap analysis
18. Strategic planning
19. Managing the strategy development process
20. Culture and strategic behaviour
21. Managing strategic change
22. Conclusion
15. Corporate strategies
16. Strategy in an international context
Gap analysis
17. Formulating business strategy using gap analysis
18. Strategic planning
19. Managing the strategy development process
20. Culture and strategic behaviour
21. Managing strategic change
22. Conclusion
Gap analysis
17. Formulating business strategy using gap analysis
18. Strategic planning
19. Managing the strategy development process
20. Culture and strategic behaviour
21. Managing strategic change
22. Conclusion
18. Strategic planning
19. Managing the strategy development process
20. Culture and strategic behaviour
21. Managing strategic change
22. Conclusion
20. Culture and strategic behaviour
21. Managing strategic change
22. Conclusion
22. Conclusion
Strategic Analysis: A Guide to Practice is uniquely designed to bridge the theory-practice divide. The book presents the fundamentals of strategic management theory alongside methods of analysis. Analytical mehtods are then applied to the theoretical concepts to describe best practice.
Students will be able to develop their skills with applciation exercises that allow them to practise the theories and analytical methods on real cases. The book contains a running case, "WineRidge", that allos the students to develop a comprehensive strategic analysis of a single organisation. Unlike traditional cases, WineRidge has been designed as a set of reports that mirrors the type of information from which an analyst would work.
In an environment of KPIs, profit centres, devolved decision making, project organisations and new public sector management, graduates will soon find themselves making strategic decisions. Yet many educators increasingly feel that the traditional approach to teaching strategy (based on detailed theory education) does not translate into an ability to apply what is learned. Strategic Analysis: A Guide to Practice provides that vital link.
Supporting Websites
- Online Learning Center: http://www.mhhe.com/au/waldersee