Competitive Strategy DynamicsThis book offers a practical, fact-based approach to explain how enterprises deliver performance over time. Rigorous methods explain how to quantify the growth, decline and interdependence within the organisation's resources and capabilities as well as the continuous interactions with competitors and other external factors. These methods create clear and practical pictures of the strategic architecture driving earnings and other performance outcomes, not just for commercial firms, but for non-profit cases too. Management is then well-equipped to answer three crucial questions in their strategy development : why has the business performed as it has to date? where is performance headed in the future if we carry on as now? and how can we alter this future for the better? The book provides the basis for an entire course on the time-based perspective on competitive strategy, connecting strongly to established static frameworks. Alternatively it offers a vital missing component for existing courses in strategy and general management, as well as a key reference text for professionals in corporate development, consulting and business analysis. |
Contents
Getting SpecificQuantifying Change | 31 |
Building the MachineReinforcing Feedback between Resources | 51 |
Removing the BrakesBalancing Feedback Holds Back Growth | 75 |
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24 Months 60 Months accumulation advertizing airline analysis arise asset stocks attrition average Balanced Scorecard balancing feedback brand build buyers capability capacity capture cash flow Chapter charts clients competitors consumers costs customer acquisition customer base customer losses decision drive earnings efforts example expected factors firm firm's fraction free cash flow functionality further growth hiring identify illustrated impact important improve increase industry inflow intangible resources low-fare airline m/month margin marketing spend measures mechanisms mobile phone Months Figure offer opportunities outflows passengers PEST analysis potential customers potential resources purchase resource flows resource levels resource system retail revenue rivals sales volume salesforce sectors service quality simply skills stock and flow strategic architecture strategic management strategic resources Strategy Dynamics structure subscribers suppliers sustain switching switching costs tangible resources time-path Type 1 rivalry units/month vehicles win share