Key Strategy Tools The 80+ Tools for Every Manager to Build a Winning Strategy

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  • Edition: 1st
  • Format: Paperback
  • Copyright: 2013-03-04
  • Publisher: FT Press
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Supplemental Materials

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  • The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.


Professional-level information empowering you with over 75 key strategic tools to ensure both short term and long-term success for your businessand providing the full gamut of tools and techniques needed for you to create your own strategic plan. Following the footsteps of the hugely successful Key Management Modelsand Key Performance Indicators, this bookdelivers information in the practical andaccessible framework synonymous with the Key series. Key Strategy Toolscovers strategy tools and techniques within seven distinct areas: - Setting goals and objectives - Forecasting market demand - Gauging industry competition - Rating competitive position - Identifying strategic gaps - Bridging strategic gaps - Addressing risk and opportunity

Author Biography

Vaughan Evans has been a strategy consultant since the mid-1980s, working with a broad range of corporate clients, from small firms to global giants, and with over 50 financier clients, both structured lenders and private equity.  For the last ten years he has been independent, specialising in business strategy, business planning and strategic due diligence.  Vaughan is a graduate of Downing College, Cambridge and a Sloan Fellow with distinction of London Business School.  He has written four previous books including, The Financial Times Essential Guide to Writing a Business Plan.

Table of Contents

Publisher's acknowledgements


   The Strategy Pyramid

   How to use this book

   Business vs corporate strategy


Section 1: Knowing Your Business


   Essential tools

   1.    Identifying key segments

   2.    Issue Analysis (Minto)

   Example: British Aerospace’s super segment

   Useful tools

   3.    The 80/20 Principle (Pareto)

   4.    The Segmentation Mincer (Koch)

   5.    5C Situation Analysis

   6.    SWOT Analysis


Section 2: Setting Goals and Objectives


   Essential tools

   7.    Setting long-term goals

   8.    Setting SMART objectives

   9.    Maximising shareholder value

   10.  Balancing stakeholder interests

   Example: Which goals count for RBS?

   Useful tools

   11.  Creating Shared Value (Porter & Kramer)

   12.  Economic Value Added (Stern Stewart)

   13.  Balanced Scorecard and Strategy Map (Kaplan & Norton)

   14.  Core Ideology (Collins & Porras)

   15.  Business as a Community (Handy)


Section 3: Forecasting Market Demand


   Essential tools

   16.  Sizing the market and Marketcrafting (Evans)

   17.  The HOOF Approach to Demand Forecasting (Evans)

   Example: Galileo’s Hiccup in Market Demand

   Useful tools

   18.  Smoothing through moving averages

   19.  The Income Elasticity of Demand

   20.  Survey methods of demand forecasting

   a. Survey of customers’ intentions

   b.    Salesforce estimation method

   c. The Delphi method

   d.    Pilot test marketing

   21.  Statistical methods of demand forecasting

   a. Trend projection

   b.    Regression analysis

   c. Barometric method (NBER)


Section 4: Gauging Industry Competition


   Essential tools

   22.  The Five Forces (Porter)

   23.  Assessing customer purchasing criteria

   24.  Deriving key success factors

   Example: Woolworths succumbs to the five forces

   Useful tools

   25.  Weighing economies of scale

   26.  Corporate environment as a sixth force

   27.  Complements as a sixth force (Brandenburger & Nalebuff)

   28.  PESTEL analysis


Section 5: Tracking Competitive Advantage


   Essential tools

   29.  Rating competitive position

   30.  The Resource and Capability Strengths/Importance Matrix (Grant)

   Example: Cobra Beer’s clever competitive advantage

   Useful tools

   31.  The Value Chain (Porter)

   32.  The Product/Market Matrix (Ansoff)  

   33.  Cross,Spider and Comb Charts

   34.  Benchmarking

   35.  Structured interviewing


Section 6: Targeting the Strategic Gap


   Essential tools

   36.  The Attractiveness/Advantage Matrix (GE/McKinsey)

   37.  The Growth/Share Matrix (BCG)

   38.  Profiling the ideal player

   39.  Identifying the capability gap

   Example: Komatsu targets the cat

   Useful tools

   40.  The Strategic Condition Matrix (Arthur D Little)

   41.  The 7S Framework (McKinsey)

   42.  The Opportunity/Vulnerability Matrix (Bain/LEK)

   43.  Brainstorming

   44.  Scenario planning


Section 7: Bridging the Gap: Business Strategy


   Essential tools

   45.  Three Generic Strategies (Porter)

   46.  The Experience Curve (BCG)

   47.  Strategic repositioning and shaping profit growth options

   48.  Making the strategic investment decision

   49.  BlueOceanStrategy (Kim & Mauborgne)

   Example: Could Facebook be undone the way it undid MySpace?

   Useful tools

   50.  The Tipping Point (Gladwell)

   51.  The Price Elasticity of Demand (Marshall)

   52.  PIMS

   53.  The 4Ps Marketing Mix (McCarthy)

   54.  Product Quality and Satisfaction (Kano)   

   55.  The Hierarchy of Needs (Maslow)  

   56.  The Bottom of the Pyramid (Prahalad & Leiberthal)

   57.  Business Process Redesign (Hammer and Champy)

   58.  Outsourcing


Section 8: Bridging the Gap: Corporate Strategy


   Essential tools

   59.  Optimising the Corporate Portfolio

   60.  Creating Value from Mergers, Acquisitions and Alliances

   61.  The Corporate Restructuring Pentagon (McKinsey)

   62.  Creating Parenting Value (Goold, Campbell & Alexander)

   63.  Core Competences (Hamel & Prahalad)

   64.  Strategically Valuable Resources (Collis & Montgomery)

   Example: Virrce-based strategy

   Useful tools

   65.  Strategically Distinctive Resources (Barney)

   66.  Distinctive Capabilities (Kay)

   67.  Distinctive Competences (Snow & Hrebiniak)

   68.  Dynamic Capabilities (Teece, Pisano & Shuen)

   69.  Deliberate and Emergent Strategy (Mintzberg)

   70.  Stick to the Knitting (Peters & Waterman)

   71.  Profit from the Core (Zook)

   72.  The Market-Driven Organisation (Day)

   73.  Value Disciplines (Treacy & Wiersema)   

   74.  Disruptive Technologies (Christensen)

   75.  Coopetition (Brandenburger & Nalebuff)

   76.  Growth and Crisis (Greiner)

   77.  Good Strategy, Bad Strategy (Rumelt)

   78.  Innovation Hot Spots (Gratton)

   79.  Strategy as Orientation or Animation (Cummings & Wilson)

   80.  The Knowledge Spiral (Nonaka & Takeuchi)

   81.  The Eight Phases of Change (Kotter)


Section 9: Addressing Risk and Opportunity


   Essential tools

   82.  Strategic Due Diligence and Market Contextual Plan Review (Evans)

   83.  The Suns & Clouds Chart (Evans)

   Example: Were the Beatles worth the risk?

   Useful tools

   84.  The Composite Risk Index and the 5x5 Risk Matrix

   85.  The Risk Management Matrix

   86.  Expected Value and Sensitivity Analysis

   87.  Black Swans (Taleb)

   88.  Strategy Bets (Burgleman & Grove)



References and Further Reading




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