Viardot The Timeless Principles of Successful Business Strategy

1. Auflage 2011
ISBN: 978-3-642-21236-9
Verlag: Springer
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 91 Seiten

In recent times, a number of business leaders have forgotten the fundamental rules of business strategy. Consequently they have led their companies to collapse, provoking an economic and financial crisis. Obsessed with short-term returns, they have overlooked the fact that the real purpose of corporate strategy is not only to make quick profit but more importantly to create an organization that will endure. There is much to learn from the experience of established firms that have existed for a hundred years and more. They provide the material for this clear and concise book, which presents ten lessons that detail the main elements of corporate strategy. Recognizing that each firm is unique, the book resists the temptation of quick fixes, instead offering lessons to be pondered and used on a case-by-case basis.

Eric Viardot is permanent professor of strategy at EADA Business School in Barcelona. He has a doctorate in management. He is a graduate of the HEC Business School, Paris, and the Institute of Political Sciences, Paris. He has been working in different marketing positions for Hewlett-Packard in France, Canada and the US Eric. He was then a financial director for a large international NGO in Asia and Central America. After that, he joined Bain and Company as a senior consultant and had numerous assignments in Europe. Eric Viardot has published various books and articles on strategic management. He lectures regularly in executive programs in Europe. He is an active consultant and trainer and has worked with several major multinational corporations.

Autoren/Hrsg.

Viardot, Éric

Inhaltsverzeichnis

1;The Timeless Principles of Successful Business Strategy;3
1.1;Acknowledgment;5
1.2;Contents;7
1.3;Chapter 1: Introduction;11
1.4;Chapter 2: Strategic Design;13
1.4.1;2.1 An Agenda;14
1.4.2;2.2 A Compass in a Tornado;15
1.4.3;2.3 A Filter for Selecting Development Paths;16
1.4.4;2.4 A Unifying Cement;17
1.5;Chapter 3: Customers;19
1.5.1;3.1 The Importance of Customers;19
1.5.2;3.2 The Principle of Understanding;20
1.5.3;3.3 Needs and Wants;21
1.5.4;3.4 The Principle of Focalization;22
1.5.5;3.5 The Choice of Customers;23
1.5.6;3.6 The Value Equation;24
1.5.7;3.7 Benefit, the Central Core of Value;25
1.5.8;3.8 Loyalty;26
1.5.9;3.9 Communicate with the Customer;27
1.6;Chapter 4: Environment and Competitors;29
1.6.1;4.1 Political Context;29
1.6.2;4.2 Economic Environment;30
1.6.3;4.3 Socio-cultural Environment;30
1.6.4;4.4 Technology;31
1.6.5;4.5 Ecological Constraints;31
1.6.6;4.6 The Ethical Imperative;32
1.6.7;4.7 The Principle of Permanent Monitoring;33
1.6.8;4.8 Competitors;34
1.6.9;4.9 Identification of Competitors;34
1.6.10;4.10 The Actions Against Competitors;36
1.7;Chapter 5: Capabilities;39
1.7.1;5.1 Resources;39
1.7.2;5.2 Skills;40
1.7.3;5.3 Identifying Capabilities;41
1.7.4;5.4 Utilization of Various Capabilities Available;41
1.7.5;5.5 Resource Management;42
1.7.6;5.6 Managing Skills;43
1.7.7;5.7 The Principle of Alignment;43
1.7.8;5.8 The Principle of Capabilities Rationing;44
1.7.9;5.9 The Principle of Valorization;45
1.7.10;5.10 The Principle of Constant Flexibility;46
1.7.11;5.11 The Principle of Singularity;46
1.7.12;5.12 Capabilities Development;47
1.8;Chapter 6: Structure;49
1.8.1;6.1 Functional Structure;50
1.8.2;6.2 Divisional Structure;50
1.8.3;6.3 Holding Company Structure;52
1.8.4;6.4 Matrix Structure;52
1.8.5;6.5 The International Organization: a non - issue;53
1.8.6;6.6 Cross-Functional Teams;53
1.9;Chapter 7: Operations;55
1.9.1;7.1 Autonomy in Decision Making;55
1.9.2;7.2 The Principle of Efficient Simplicity;56
1.9.3;7.3 Hierarchical Frugality;58
1.9.4;7.4 Continuous Learning;58
1.9.5;7.5 Outsourcing;59
1.9.6;7.6 Accountable Control System;59
1.10;Chapter 8: Innovation;61
1.10.1;8.1 Different Types of Technological Innovation;62
1.10.2;8.2 Different Types of Organizational Change;62
1.10.3;8.3 The Reasons Behind Technological Change;63
1.10.4;8.4 The Origin of Organizational Change;64
1.10.5;8.5 Preparing for Change;64
1.10.6;8.6 Necessary Changes: Degree and Interest;65
1.10.7;8.7 Change and Available Resources;65
1.10.8;8.8 Capabilities That Must Be Preserved;66
1.10.9;8.9 Timeframe for Change;66
1.10.10;8.10 Employees´ Motivation to Change;66
1.10.11;8.11 The Leaders´ Ability to Lead Change;67
1.10.12;8.12 The Credibility of Leaders;68
1.10.13;8.13 Support from External Consultants;68
1.11;Chapter 9: Maneuvering Change;70
1.11.1;9.1 Implementation of Technological Changes;70
1.11.2;9.2 Development of Technical Innovation;72
1.11.3;9.3 Implementation of Organizational Changes;73
1.11.4;9.4 The Principle of Systematic Experimentation;73
1.11.5;9.5 Controlling the Operational Timetable;74
1.11.6;9.6 The Appropriate Maneuvering Style;75
1.11.7;9.7 A Clear, Appropriate and Reassuring Communication;76
1.11.8;9.8 Political Agility;77
1.11.9;9.9 Tenacity in Fulfilling the Change;77
1.11.10;9.10 Responsible Conscience;78
1.11.11;9.11 Change in Times of Crisis;78
1.12;Chapter 10: Growth;81
1.12.1;10.1 The Causes of Growth;81
1.12.2;10.2 Increasing the Number of Clients;82
1.12.3;10.3 Increasing Attractiveness;82
1.12.4;10.4 Exploiting an Excess of Resources;83
1.12.5;10.5 Achieving the Economies of Scale;83
1.12.6;10.6 Dealing with Risks Within the Environment;84
1.12.7;10.7 Responding to Shareholders´ and Managers´ Desires;84
1.12.8;10.8 Specializing in the Current Market;85
1.12.9;10.9 Diversification of Solutions;86
1.12.10;10.10 Diversification of Customers;86
1.12.11;10.11 Total Diversification;87
1.12.12;10.12 Growth Management;88
1.12.13;10.13 The Limits to Growth;89
1.13;Chapter 11: Execution and Humility;91
1.13.1;11.1 Quality of Operations;91
1.13.2;11.2 From Success to Failure;92
1.13.3;11.3 Avoid Being Blinded by Present Triumphs;93
1.13.4;11.4 Accepting Decision Sharing;93
1.13.5;11.5 Organizing the Succession;94
1.14;Chapter 12: Conclusion;96
1.15;Biography;98