| Preface |
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ix | |
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From Ordinary to Extraordinary |
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1 | (8) |
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2 | (1) |
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The Extraordinary: What Makes Businesses Successful |
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2 | (1) |
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3 | (1) |
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Why Every Business Needs to Plan |
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4 | (2) |
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6 | (1) |
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6 | (2) |
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A Preview of What's to Come |
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8 | (1) |
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9 | (13) |
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10 | (1) |
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Gimme a ``G''! Why Growth Is Hot |
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10 | (1) |
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10 | (1) |
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Realizing the Economies of Size |
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11 | (1) |
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Attracting the Best and the Brightest |
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12 | (1) |
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Energizing the Best and the Brightest |
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12 | (1) |
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Strengthening Company Value |
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12 | (1) |
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You Have to Make It Happen |
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13 | (1) |
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The Strategic Planning Buzz |
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13 | (2) |
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15 | (3) |
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The Roadmap to Strategic Planning |
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18 | (2) |
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Help Is Good, But It's Your Game |
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20 | (2) |
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The Plan to Plan: Let's Begin |
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22 | (9) |
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Do You Have What It Takes? |
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23 | (1) |
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How Fast Should You Grow? |
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24 | (1) |
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Setting the Stage for Planning |
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25 | (1) |
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25 | (2) |
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Consultants: Worth the Money? |
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27 | (1) |
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How Often Should the Team Meet? |
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28 | (1) |
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28 | (1) |
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29 | (1) |
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29 | (2) |
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31 | (10) |
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31 | (1) |
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32 | (1) |
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The Age-Old Debate: Vision Statement or Mission Statement? |
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32 | (1) |
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33 | (1) |
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34 | (1) |
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What Should It Look Like? |
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35 | (3) |
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Guidelines for Mission Statements |
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38 | (2) |
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40 | (1) |
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Digging for Gold: Where to Look for Opportunity Information |
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41 | (10) |
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42 | (1) |
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43 | (1) |
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Sketching the Environmental Landscape |
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44 | (1) |
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44 | (1) |
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Where to Go for Information |
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45 | (6) |
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The Six Forces of Opportunity |
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51 | (10) |
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Understanding Broad-Based Environmental Forces |
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52 | (1) |
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53 | (1) |
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53 | (1) |
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54 | (1) |
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55 | (3) |
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58 | (1) |
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59 | (1) |
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60 | (1) |
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The Playing Field: Assessing the Market |
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61 | (12) |
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Defining the Playing Field |
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62 | (1) |
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62 | (1) |
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Incremental vs. Radical Changes |
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62 | (2) |
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Sizing Up the Competition |
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64 | (2) |
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66 | (2) |
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Don't Forget About Suppliers |
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68 | (1) |
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69 | (1) |
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Deciding What to Consider |
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70 | (1) |
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71 | (2) |
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Taking a Hard Look at Yourself |
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73 | (10) |
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The Value of Looking Inward |
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74 | (1) |
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What Does It Take for a Self-Evaluation? |
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74 | (1) |
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Company Strengths and Weaknesses |
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75 | (2) |
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Painting with Broad Strokes First |
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77 | (1) |
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77 | (4) |
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The Good, the Bad, and the Ugly |
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81 | (1) |
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82 | (1) |
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83 | (15) |
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Financial Resource Analysis |
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84 | (1) |
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Reading the Numbers and Between the Lines |
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85 | (5) |
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90 | (1) |
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90 | (1) |
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91 | (1) |
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91 | (4) |
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Drawing Strategic Growth Conclusions |
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95 | (3) |
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Can You Get There from Here? |
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98 | (17) |
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Evaluating Marketing Resources |
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99 | (8) |
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Evaluating Operational Resources |
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107 | (4) |
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Evaluating Human Resources |
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111 | (2) |
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So, Can You Get There from Here? |
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113 | (2) |
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Yesssll We're Better Than They Are! |
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115 | (12) |
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Apparent Opportunities and Real Opportunities |
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116 | (1) |
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The Role of Distinctive Competencies |
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117 | (1) |
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Identifying and Developing Areas of Distinctive Competence |
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118 | (3) |
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Relating Distinctive Competencies to Business Opportunities |
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121 | (1) |
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122 | (1) |
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Distinctive Competencies and Planning for Growth |
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123 | (1) |
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124 | (1) |
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125 | (2) |
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Growth Strategies That Work |
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127 | (17) |
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Before You Set a Strategy ... |
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128 | (1) |
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Going for Growth: The Big Picture |
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129 | (1) |
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Doing What We Do Best: Focus Strategies |
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130 | (2) |
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Let's Stretch a Bit: Market Development Strategies |
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132 | (5) |
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Make It Better: Product Development Strategies |
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137 | (1) |
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Busting Out: Diversification Strategies |
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138 | (2) |
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Which Way Do You Go to Grow? Selecting the Right Growth Strategy |
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140 | (1) |
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140 | (1) |
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141 | (1) |
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142 | (2) |
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Setting the ``Right'' Goals to Make Things Happen |
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144 | (15) |
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Why You Need the Right Goals |
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145 | (1) |
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146 | (1) |
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Creating the ``Right'' Goals |
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147 | (1) |
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147 | (1) |
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148 | (4) |
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The Goal Segmentation Process |
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152 | (4) |
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156 | (1) |
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156 | (3) |
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159 | (10) |
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160 | (1) |
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161 | (1) |
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The Four Pillars of Change |
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162 | (5) |
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167 | (2) |
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169 | (8) |
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169 | (1) |
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The Strategic Plan Format |
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170 | (3) |
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173 | (1) |
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174 | (1) |
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175 | (2) |
| Index |
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177 | |
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