Descripciones mejoradas de Syndetics:

Unless you know where your company is going, chances are it won't get very far in today's global marketplace. That's why every business needs the strong vision and keen sense of direction that come from the development, evaluation, and implementation of business strategies-and why every business owner or manager should have Developing Business Strategies, David A. Aaker's classic and comprehensive guide to strategic planning, now in its fifth edition.

Using vivid case studies, Developing Business Strategies helps you to move beyond reactive problem solving toward the development and realization of sound strategic objectives for your company. Providing both the framework and the tools necessary to make strategy development and strategy review efforts effective, this book shows you how to:
* Conduct a structured external and internal analysis of a business with confidence
* Develop sustainable competitive advantages by creating assets, competencies, and strategies
* Make strategic investment decisions to generate growth
* Organize to support strategies
* Compete strategically in hostile, growth, and global contexts.

As compact and easy to use as ever, this new Fifth Edition offers new or revised sections on current topics such as strategic uncertainty, buyer hot buttons, shifting customer priorities, strategy as options, paradigm shifts, organizational stubbornness, and brand equity. You'll also find up-to-date research and fresh examples on economic value analysis, competitor image, total quality management, reengineering, the virtual corporation, and more-plus a set of useful sample planning forms to help guide you through the strategy development process.

Whether you're a business owner, manager, or planning executive, the key to your company's success is in Developing Business Strategies.

Praise for the Fourth Edition of Developing Business Strategies

"A delight to read-sound strategic advice that is also very well illustrated with helpful, practical examples. The book helped our management team to thoroughly understand our business environment and chart new growth directions." -Daniel G. Simpson Director of Strategy and Planning The Clorox Company.

"An excellent work. Unlike other books that are either too theoretical or are merely recompilations of existing planning principles, this book finds fruitful ground with fundamental planning principles, credible examples, and superb references, all enhanced by a flowing narrative." -P. Timothy Carroll Manager, Strategy and Innovation Xerox Corporation.

"Unquestionably the most comprehensive treatment available on the subject. I found the book unique in its capacity to benefit executives, planning staff, and students of strategy alike." -Robert L. Joss. Managing Director and CEO Westpac Banking Corporation.

"An exceptional tool for the challenges facing today's corporate planner. It should be read by every manager involved in planning and strategy." -Robert L. Lindberg Vice President and Treasurer Transamerica Corporation.

"David Aaker provides a clearly written how-to guide to help managers identify, select, and implement strategies. He does this without pedantry, encouraging flexibility and creativity in approaching decisions." -Sandra L. Kurtzig Founder and former CEO The ASK Companies.

Tabla de contenidos provista por Syndetics

• Part 1 Introduction And Overview
• Chapter 1 Business Strategy: The Concept and Trends in Its Management(p. 3)
• What Is a Business Strategy?(p. 4)
• Strategic Thrusts--The Route to SCAs(p. 6)
• A Strategic Business Unit(p. 8)
• Strategic Market Management: A Historical Perspective(p. 8)
• Strategic Market Management: Characteristics and Trends(p. 12)
• Why Strategic Market Management?(p. 15)
• Chapter 2 Strategic Market Management: An Overview(p. 18)
• External Analysis(p. 19)
• Internal Analysis(p. 24)
• Creating a Vision for the Business(p. 26)
• Strategy Identification and Selection(p. 28)
• Selecting among Strategic Alternatives(p. 32)
• The Process(p. 33)
• Part 2 Strategic Analysis
• Chapter 3 External and Customer Analysis(p. 37)
• External Analysis(p. 37)
• The Scope of Customer Analysis(p. 42)
• Segmentation(p. 42)
• Customer Motivations(p. 47)
• Unmet Needs(p. 52)
• Chapter 4 Competitor Analysis(p. 56)
• Identifying Competitors--Customer-Based Approaches(p. 57)
• Identifying Competitors--Strategic Groups(p. 59)
• Potential Competitors(p. 61)
• Competitor Analysis--Understanding Competitors(p. 62)
• Competitor Strengths and Weaknesses(p. 66)
• Obtaining Information on Competitors(p. 72)
• Chapter 5 Market Analysis(p. 76)
• Dimensions of a Market Analysis(p. 77)
• Actual and Potential Market Size(p. 78)
• Market Growth(p. 79)
• Market Profitability Analysis(p. 82)
• Cost Structure(p. 85)
• Distribution Systems(p. 86)
• Market Trends(p. 87)
• Key Success Factors--Bases of Competition(p. 88)
• Risks in High-Growth Markets(p. 89)
• Chapter 6 Environmental Analysis and Strategic Uncertainty(p. 96)
• Dimensions of Environmental Analysis(p. 97)
• Dealing with Strategic Uncertainty(p. 103)
• Impact Analysis--Assessing the Impact of Strategic Uncertainties(p. 104)
• Scenario Analysis(p. 106)
• Chapter 7 Internal Analysis(p. 111)
• Financial Performance--Sales and Profitability(p. 112)
• Performance Measurement--Beyond Profitability(p. 115)
• Determinants of Strategic Options(p. 119)
• From Analysis to Strategy(p. 122)
• Business Portfolio Analysis(p. 122)
• Appendix: Projecting Cash Flow--Sources and Uses of Funds(p. 127)
• Part 3 Alternative Business Strategies
• Chapter 8 Obtaining a Sustainable Competitive Advantage(p. 133)
• The Sustainable Competitive Advantage(p. 134)
• The Role of Synergy(p. 139)
• Strategic Vision versus Strategic Opportunism(p. 142)
• A Dynamic Vision(p. 149)
• Chapter 9 Differentiation Strategies(p. 154)
• Successful Differentiation Strategies(p. 155)
• The Quality Option(p. 157)
• Building Strong Brands(p. 164)
• Chapter 10 Cost, Focus, and the Preemptive Move(p. 172)
• Low-Cost Strategies(p. 172)
• Focus Strategies(p. 180)
• The Preemptive Move(p. 183)
• Chapter 11 Strategic Positioning(p. 192)
• The Role of the Strategic Position(p. 193)
• Strategic Position Options(p. 200)
• Developing and Selecting a Strategic Position(p. 209)
• Chapter 12 Growth Strategies: Penetration, Product-Market Expansion, Vertical Integration, and the Big Idea(p. 212)
• Growth in Existing Product Markets(p. 213)
• Product Development for the Existing Market(p. 217)
• Market Development Using Existing Products(p. 221)
• Vertical Integration Strategies(p. 223)
• Entry Into a Profitable Business Area(p. 225)
• Risks of Managing a Different Business(p. 226)
• The Big Idea(p. 227)
• Chapter 13 Diversification(p. 231)
• Related Diversification(p. 232)
• The Mirage of Synergy(p. 237)
• Unrelated Diversification(p. 239)
• Entry Strategies(p. 245)
• Chapter 14 Strategies in Declining and Hostile Markets(p. 250)
• Creating Growth in Declining Industries(p. 251)
• Be the Profitable Survivor(p. 253)
• Milk or Harvest(p. 254)
• Divestment or Liquidation(p. 256)
• Selecting the Right Strategy for the Declining Environment(p. 258)
• Hostile Markets(p. 260)
• Chapter 15 Global Strategies(p. 266)
• Motivations Underlying Global Strategies(p. 267)
• Standardization versus Customization(p. 271)
• Strategic Alliances(p. 273)
• Global Leadership Not Global Brands(p. 275)
• Strategic Alliances(p. 277)
• Part 4 Implementation
• Chapter 16 Implementation(p. 287)
• A Conceptual Framework(p. 288)
• Structure(p. 288)
• Systems(p. 291)
• People(p. 292)
• Culture(p. 294)
• Obtaining Strategic Congruence(p. 298)
• Organizing for Innovation(p. 302)
• A Recap of Strategic Market Management(p. 305)
• Appendix Planning Forms(p. 309)
• Index(p. 323)

Notas de autor provistas por Syndetics

David A. Aaker is the Vice Chairman of Prophet Brand Strategy and Professor Emeritus at the Haas School of Business at the University of California at Berkeley. He is an active speaker and consultant on business and brand strategy throughout the world