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Competitive Strategy Dynamics - Chapter Outline
This book provides clear and usable frameworks to explain and deliver the key concern of senior managers and investors - business performance through time. To tackle this over-riding issue, the book offers rigorous, fact-based approaches to dealing with both the tangible factors such as customers, capacity and staff, as well as the unavoidable influence of ‘soft’ factors such as morale, quality, reputation and capabilities. The Strategy Dynamics approach is relevant and applicable to all contexts - new venture development, rapid growth, maturity, decline, rivalry, market entry and so on. The book has been written for MBA and Executive Education courses in strategic management, business policy and international management, but the concepts are relevant, too, in other subjects, such as marketing, organisational behaviour and new venture development. It is an important tool for strategy consultants and practising managers, whether in large or small firms, manufacturing or service sectors, public service or not-for-profit organizations.
Chapter Index
Chapter 1: The critical path - the meaning of ‘dynamics’
Chapter 2: Strategic Resources- the fuel of firm performance
Chapter 3: Getting specific – quantifying change
Chapter 4: Building the machine - reinforcing feedback between resources
Chapter 5: Removing the brakes - balancing feedback holds back growth
Chapter 6: The strategic architecture - designing the system to perform
Chapter 7: The hard face of soft factors - the power of intangible resources
Chapter 8: Into battle - the dynamics of rivalry
Chapter 9: Building the capability to perform
Chapter 10: Keeping the wheels on the road – steering the dynamics of strategy
Chapter 11: Further developments on existing strategy concepts
Appendix: theoretical foundations
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