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140122 ||| eng |
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|a 9783662094549
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| 100 |
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|a Grünig, Rudolf
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| 245 |
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|a Process-based Strategic Planning
|h Elektronische Ressource
|c by Rudolf Grünig, Richard Gaggl
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| 250 |
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|a 1st ed. 2001
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| 260 |
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|a Berlin, Heidelberg
|b Springer Berlin Heidelberg
|c 2001, 2001
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| 300 |
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|a XXII, 316 p
|b online resource
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| 505 |
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|a I: The idea of strategic planning -- 1. Strategies, strategic planning and success potentials -- 2 The development of strategic planning and its integration into strategic management -- 3 Assessment of strategies -- II: The process of strategic planning and the resulting documents -- 4 Strategic documents as the result of strategic planning -- 5 The process of strategic planning -- 6 Adapting the process of strategic planning -- III: Strategy project planning and strategic analysis -- 7 Project planning -- 8 Strategic analysis -- IV: Developing corporate strategies -- 9 Defining the strategic businesses -- 10 Assessing relevant markets with the help of competitive intensity models -- 11 Determining strategic objectives with the help of portfolio methods -- 12 The corporate strategy development process -- V: Developing business strategies -- 13 Generic business strategies -- 14 Specifying business strategies at the level of the market offer -- 15 Specifying business strategies at the level of resources -- 16 The business strategy development process -- VI: Defining the implementation measures and assessing and approving the strategies -- 17 Defining the implementation measures -- 18 Final assessment of strategies and strategy implementation measures -- 19 Formulating and approving the strategic documents -- Final remarks -- Final remarks
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| 653 |
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|a Industrial organization
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| 653 |
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|a Management
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| 653 |
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|a Organization
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| 700 |
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|a Gaggl, Richard
|e [author]
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| 041 |
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7 |
|a eng
|2 ISO 639-2
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| 989 |
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|b SBA
|a Springer Book Archives -2004
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| 028 |
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|a 10.1007/978-3-662-09454-9
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| 856 |
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|u https://doi.org/10.1007/978-3-662-09454-9?nosfx=y
|x Verlag
|3 Volltext
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|a 658
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| 520 |
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|a A company's strategies define its future direction specifying not only target market positions for many years to come, but also the key competitive advantages both at the level of the market offers and for resources. Developing future strategies is an important and complex task which is the core issue in this book. After a short introduction to strategic planning a heuristic process for determining future strategies is presented. This process is divided into seven steps and for each of these steps detailed recommendations for problem-solving are provided and illustrated through many concrete examples
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