The businessperson's toolbox of really useful business ideas. 2 / Brooks, Ian Royston, 1948-

the B2B arena /

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1What is business?-- 2The business environment-- 3Getting to know management-- 4Evolution of

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Part A: Basics -- Chapter 1: Management in context / Oliver Laasch -- Chapter 2: Management in

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? -- 2. The business model and the revenue model -- 3. Strategic purpose -- Part 2. Analysis and

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pt. I THE UNIVERSAL LANGUAGE OF BUSINESS -- 1.How This Book Can Help You -- 2.What the Best CEOs

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measurement and evaluation -- Purchasing and supply strategy trends -- Case 1: Avion, Inc. -- Case 2: The

1. Strategic management inputs -- 2. Strategic actions: strategy formulation -- 3. Strategic

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1. The business world and business management -- 2. Entrepreneurship -- 3. The establishment of

a Core Business Process -- 2.1.Introduction -- 2.2.Variations on a Theme -- 2.3.A Contingency Model

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. 2 Corporate Tax Modification Proposals -- ch. 3 Productivity and the Net Present Value Calculation

. -- Part 2: Management Tasks. The task of Management ; Planning ; Organising ; Leading (including

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The strategic management series ; 2

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Pt 1. The business world and the place of business management -- pt 2. The business organisation

-- Spot the four barriers to collaboration -- Lever 1 : unify people -- Lever 2 : cultivate t

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risks -- 14. Case study 1 : risks in projects in the pharmaceutical industry -- 15. Case study 2 : risk

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management -- Pt. 2. The strategic performance management development cycle -- 3. Responsibility structure

1. The strategic management question and the emergence of resource-based theory -- 2. Strategic

-- Entrepreneurship -- The establishment of a business -- The business environment -- Part 2: General management

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1. Introduction : the need for improved global service quality -- 2. Applying total quality service

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-- Requirements for level 4 qualification -- Requirements for level 3 qualification -- Requirements for level 2

Five pillars of organizational excellence ; 2.

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S1 -- Workplace learning by Gerry Corcoran and John Welch (110p.), s2 -- Customer service by Bruce

economics -- pt. 2. Stage directions. Playmakers -- Platforms for progress -- Out and about -- Breaking the

v. 1. The genesis of corporate governance -- v. 2. Anglo-American corporate governance -- v. 3

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. 2. The global macroeconomic environment -- Ch. 3. The political environment and political risk -- Ch

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1. Strategic alignment : is a new system needed? -- 2. The corporate black box : understanding

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Ch. 1. Strategy execution is the key -- Ch. 2. Overview and model : making strategy work -- Ch. 3

Ch.1. The case for and against the use of management tools and techniques -- Ch.2. Tools and

1. Key issues in innovation management -- 2. Innovation as a management process -- 3. Developing

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Ch. 1. The challenge of lean -- Pt. I. The lean landscape -- Ch. 2. The essence of lean -- Ch. 3

1. The Growth Crisis: Dangerous Moves Beyond the Core -- 2. Visualizing the Ideal: The First

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International library of critical writings on business and management ; 2

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What is strategy and why is it important?. -- pt. 2. Core concepts and analytical tools. Analyzing

-- Principle 2 : create continuous process flow to bring problems to the surface -- Principle 3 : use "pull

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1. Introduction to business management: a value chain perspective -- 2. Environmental analysis -- 3

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Foreword / William E. Coyne -- 1. Introduction and Overview -- 2. Mapping the Innovation Journey

the limits to managerial orthodoxy / Graham Sewell -- 2. From imperialism to globalization

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Chapter 1: An introduction to business -- Chapter 2: The South African Business Environment

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1. The Need for a New Paradigm -- 2. The Competitive Advantage of Firms in Global Industries -- 3

1. What Do We Talk About When We Talk About Knowledge? -- 2. The Promise and Challenge of Knowledge

industries ; Determinants of national competitive advantage ; The dynamics of national advantage -- pt. 2

-- Key 2: Mobilising -- Key 3: Catalysing -- Key 4: Steering -- Key 5: Delivering -- Key 6: Obtaining

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1. Imaginization: Introducing A New Competence for Turbulent Times -- 2. Looking in the Mirror -- 3

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1. Competitive strategy: the core concepts -- 2. The value chain and competitive advantage -- 3

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