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Informationen zum Autor Richard Pettinger is a lecturer in Business Management at University College London where he teaches undergraduate, postgraduate, MBA and international courses. Richard is the adapting author of Managing For Dummies and Weekend MBA For Dummies . Klappentext Fundamental to management thinking and economic theory, Competitive Strategy offers a framework for understanding the underlying forces of competition in industry and business.This book explains the ideas, theories and principles of Competitive Strategy in simple, straightforward terms. It shows readers how to use competitive tools and strategies to understand the underlying forces of competition in industry and business and apply them to assess industries, understand competitors, choose competitive positions and gain - and maintain competitive advantage.Chapters include:* What Competitive Strategy actually is* The foundations of strategy and the five forces of competition* Assessing the competition and strategic management in action* Developing a competitive strategy* Looking to the future and mergers and acquisitionsAbout the authorRichard Pettinger is a lecturer in Business Management at University College London where he teaches a wide range of courses including foundation, undergraduate, postgraduate, professional and international courses. Richard has written over thirty business and management books and textbooks. Zusammenfassung Fundamental to management thinking and economic theory, Competitive Strategy offers a framework for understanding the underlying forces of competition in industry and business. This book explains the ideas, theories and principles of Competitive Strategy in simple, straightforward terms. Inhaltsverzeichnis Introduction 1 Part I: Laying the Foundations of Competitive Strategy 7 Chapter 1: Gearing Up to Get Competitive 9 Chapter 2: Laying the Foundations of Strategy 23 Part II: Being Competitive 41 Chapter 3: Feeling the Effects of the Forces of Competition 43 Chapter 4: Scanning and Analysing Your Competitive Environment 61 Chapter 5: Looking to Leadership 85 Part III: Putting Strategic Management into Action 101 Chapter 6: Assessing Your Competition 103 Chapter 7: Appraising Investments 125 Chapter 8: Finessing Your Finances 147 Chapter 9: Matching Products and Services with Your Customers and Clients 167 Chapter 10: Putting Your Competition in Context 189 Part IV: Enhancing Your Competitive Strategy 203 Chapter 11: Pulling Together a Comprehensive Strategic Plan 205 Chapter 12: Defining and Establishing Organisation Structure and Culture 219 Chapter 13: Doing The Right Things: Ethics 237 Chapter 14: Wrangling with Risk 253 Part V: Looking Towards Your Future 275 Chapter 15: Venturing Into Mergers, Acquisitions and Takeovers 277 Chapter 16: Getting the Big Picture: Globalisation 293 Chapter 17: Pointing Your Company Towards the Future 311 Part VI: The Part of Tens 325 Chapter 18: Ten (Or So) Great Books on Competitive Strategy in Action 327 Chapter 19: Ten (Or So) Questions to Ask About Any Corporate Investment 333 Chapter 20: Ten Tips on Mergers and Acquisitions 339 Chapter 21: Ten (Or So) Top Ways to Manage Risk 347 Index 355 ...
