商品描述媒体推荐'an innovative, customer-led approach to strategy' David J. Collis, Harvard Business School '..stimulating, insightful, and challenges conventional thinking.' Robert Grant, Professor of Management, Georgetown University, USA 'Rigorous, clear and well-argued'. Patrick Barwise, Professor of Management and Marketing, London Business School.
作者简介Shiv S. Mathur MSc, PhD (London Business School) is Emeritus Fellow at Cass Business School, where he was founder director of the Centre for the Study of Financial Institutions. He has held appointments at London Business School and was a visiting professor at Georgetown University. A former corporate planner, he has written several articles on marketing and strategy and is co-author of 'Creating Value: Shaping Tomorrow's Business' (Butterworth-Heinemann, 1997, 2e 2001), which won the Management Consultancies' Association's prize for the best management book of 1997. Alfred Kenyon: MA Oxon (PPE), Chartered Accountant (FCA) and Fellow of the Association of Corporate Treasurers (FCT). After a career in industrial financial management, he taught MBA students for twelve years at Cass Business School. He published two books on currency risk management with Wiley and Blackwell's and co-authored several articles on strategy with Shiv Mathur, together with 'Creating Value: Shaping Tomorrow's Business' (Butterworth-Heinemann, 1997, 2e 2001), which won the Management Consultancies' Association's prize for the best management book of 1997. He died in 2006.
目录The framework in a nutshell - Purpose, scope and basics; Fundamentals: the framework and its main building blocks - Objectives: what is business strategy for?; Competitive and corporate strategy: why centred on offerings?; Understanding competitive positioning and strategy - Differentiation creates private not public markets; Differentiation and its dimensions: classification of competitive strategies; Competitive positioning: differentiation and price; Competitive positioning in imperfect markets with dominant sellers; Competitive strategies for profit - Competitive strategy: what makes it profitable?; Competitive strategy: dynamics of positioning; Resources and business strategy - The theory of winning resources; Winning resources for the manager; The 'scissors' process for choosing a winning competitive strategy; Corporate strategy for clusters of offerings - Corporate strategy's task is to build financial value; False and valid tests of corporate strategy; The corporate raider or catalyst; Valuable clusters of offerings: relatedness; How do managers develop successful corporate strategies?; Other implications of the framework - Where in the world to sell and operate; Operating and organizational implications of this framework; Endpiece: business strategy for a new century; Glossary; References; Index.
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