The 4 disciplines of execution : achieving your wildly important goals / McChesney, Chris author.

4

658.4 BAM

4

marketing--4.Digital marketing strategies and best practices--5. Emerging technologies and innovations in

4

4

658.4 WHI

658.4 THO

4

4

role of business ecosystems, platform strategies, and business models (Chapters 4, 7, and 9

environment -- 4. Evaluating a company's resources, capabilities, and competitiveness -- 5. The five generic

658.4 ARS

658.4 THO

4

658.4 STR

658.4 EXP

658.4 HIL

4

-- 4.Business ethics: How philosophy can help us make ethical decisions in today's business -- Main

658.4 ROB

4

4

658.4 T468C 2018

4

, each with different capabilities: (1) Supplier, (2) Omni-channel, (3) Modular Producer, and (4

-- Objective -- What's next? -- Planning example 4: Establishing goals and objectives -- Checklist 4: Goals and

. Strategy content. 4 Business level strategy -- 5 Corporate level strategy -- 6 Network level strategy

4

intrapreneurship: towards visionary leadership? -- Part 4. Strategic growth issues. 11. Strategic control and

4

4

658.4 W562S 2015

4

4

-- None of the three, or all three? -- Key learning points -- Notes -- 4.Implementing a winning strategy

. Identifying market opportunities -- 4. Developing market opportunities -- 5. Identifying and targeting

658.4 TID

4

strategy as a critical success factor for organizations -- 4 Market driven and customer focused supply

-- Checklist -- pt. II GROW THE CORE PRINCIPLES -- 4. The core growth drivers -- Core growth driver 1

4

.2: Identifying an Organization's Strategy -- Marketing Thinking: 4-Dimensional Spherical (4-DS

Case Studies: The Real World -- ch. 4 Black Swans -- ch. 5 Are You Ready?.

competition -- pt. 3. Customer-based marketing strategy -- pt. 4. Marketing strategy decisions -- pt. 5

paradigm and international business strategy / Sarianna M. Lundan -- 4.The multinational enterprise as a

Contents note continued: 4.1.Introduction -- 4.2.The two markets in which firms compete

) updated model -- 4.3.6. Caldwell's (2001) change matrix -- 4.3.7. Summary and implications -- 4.4. HR

an enterprise architecture -- 4. Future trends in enterprise architecture.

4

pt. 1. The nature of management -- pt. 2. Planning -- pt. 3. Organising -- pt. 4. Leading -- pt. 5

. Analyzing embodied metaphors as an interpretive, hermeneutic endeavour; Vignette C: Voltigo (Fribourg); 4

Intraindustry Firm Heterogeneity: Insights from a Process Study', Academy of Management Journal, 44 (4), August

environment -- 3. Strategic Capabilities -- 4. Strategic Purpose -- 5. Culture and Strategy -- Commentary on

study 4: Pick n Pay: A South African retail store.

4

4

4

Importance Of Planning -- Chapter 4 Improving Cost Performance -- Chapter 5 Ten Things To Do -- Chapter 6

companies and industries -- 3. Generic strategies for global value creation -- 4. Global strategy as

beautiful, highly visual, 4-color design that takes powerful strategic ideas and tools, and makes them easy

. Create strategic knowledge -- Step 4. Make strategic predictions -- Step 5. Develop strategic vision

4

4

Chapter -- References and additional reading -- pt. III: Product planning and management -- ch. 4: Product

4

innovation capability; Part II. Design Capacities in Innovative Firms: 4. Highly innovative firms: Tefal 1974

658.4/012 C284S 2010

capabilities at the Westward Hilton -- Case 3 InterContinental Hotel Group's entry into China -- Case 4 The

. Perspectives on Advertising -- 3. Advertising across Cultural Borders -- Pt. 2. Planning Considerations -- 4

Terrain -- Vignette: The Greening of Nuclear Power -- Ch. 4. Corporate Social Responsibility (CSR

behaviour -- 4. Recent trends in infrastructure-based sectors -- 5. The EU-US 2007 Open Skies Treaty -- 6

-- 4. Requirements management & communication -- Prepare requirements package -- 5. Enterprise analysis

-- Impliementing strategies: marketing, finance/accounting, R & D, and MIS issues -- Part 4: Strategy evaluation

1. The sports event industry -- 2. Event organizations -- 3. The sports event planning process -- 4

Competition -- 4. Networks -- Pt. II. The Organizational Landscape -- 5. Organizational Dynamics -- 6

Foundations of Dynamic Capabilities / Mie Augier -- 4. Resources, Capabilities, and Penrose Effects / Mie

-- 4. A Review of the Literature Part 2 -- 5. Entrepreneur versus Owner-Manager -- 6. The Strategic

Lessons from 10 years of the Internet -- The social evolution of the web tagging, folksonomy -- Chapter 4

. Establishing motivation -- 4. Enabling a supportive organizational environment -- 5. Design of a scorecard

Strategic Environment -- 4. Convergence and its Causes -- Pt. II. From Context to Concepts -- 5. Strategy in

658.4 G147S 2008

1. What is Strategy? -- 2. The General Environment -- 3. The Competitive Environment -- 4. The

4

strategies: marketing, finance/accounting, R & D, and MIS issues -- Part 4: Strategy evaluation -- Strategy

4

strategic performance management -- 13. Implementation -- Pt. 4. Specials -- 14. Performance management in

innovation through strategic activity cycles -- 4. Dynamic creation of networked strategic communities -- 5

174.4 S617B 2007

Action: Strategy Implementation -- pt. 4. Cases.

factor markets and competitive advantage -- 3. Firm resources and sustained competitive advantage -- 4

658.4 J58B 2006

of the business intelligence competency center -- Ch. 4. Planning a business intelligence competency

for connecting the past with the future -- 4. The impact of desired identities : what does it mean for

658.4 H587L 2006

4

4

history -- 3. The operating arena : aligning the space -- 4. Leadership beyond control : creating the push

. 4. The international legal environment of business -- Ch. 5. The cultural environment -- Sect. 2

. The path to successful execution : good strategy comes first -- Ch. 4. Organizational structure and

--what defines our total experience? -- Critical choice 4--what customers do we neglect? -- Critical

: articulate mission, vision, and values -- Ch. 4. Phase 3 : assess your situation -- Ch. 5. Phase 4 : agree on

-- 3. Three competing paradigms in strategic management -- 4. Strategising -- 5. The business idea of

fundamentals -- 4. Further topics in industry and competitive analysis -- 5. Analyzing resources and

1. Introduction -- 2. What is corporate culture? -- 3. Corporate culture and performance -- 4

disruptions and assessing their likelihood -- 4. Effects of disruptions -- 5. Basic supply chain management

4

658.4 PEA

: Jack Welch's Burning Platform -- Ch. 4. The Recalibrator: John Chambers Maneuvers the Cisco Growth

4

. Principles of the new paradigm -- Ch. 3. Setting priorities, rethinking risk -- Ch. 4. Mastering the growth

Principle of Adjacency Growth -- 3. Evaluating Adjacency Moves: Balancing Desire with Data -- 4

-- Pt. II. What do I think? : a guide to cognitive mapping -- 3. How not to miss the boat -- 4. House of

thinking -- 3. The nature of competition -- 4. Analysing the environment -- 5. The foundations of

. Thinking and acting strategically -- 3. Adopting a global perspective -- 4. Reading an uncertain future

Ch. 1. Introduction -- Ch. 2. Prospecting -- Ch. 3. Qualifying -- Ch. 4. Gaining Access to Decision

foreign markets. -- Diversification: strategies for managing a group of businesses -- pt. 4. Executing the

658.4 CHA

from Navigating into the Future; 4 Case Histories; 5 Challenges; 6 Visualizing Strategies in Maps; 7

: Management Issues -- Ch. 8. Implementing Strategies: Marketing, Finance/Accounting, R&D, MIS Issues -- Pt. 4

Factors for Strategic Thinking That Works -- 3. System (and Systems) Thinking -- 4. Preparing to Plan

658.4 FLE

658.4 HIT

1. What's it all about? -- 2. A winning presentation -- 3. Getting down to it -- 4. Know yourself

1. Organisational Learning -- 2. Performance Management -- 3. Competence Management -- 4. Knowledge

658.4 HAM

1. What is strategy and does it matter? -- 2. Theories of strategy -- 3. Strategic leadership -- 4

658.4 COL

-- Ch. 2. The Business Mission -- Ch. 3. The External Assessment -- Ch. 4. The Internal Assessment -- Ch

4

4

658.4 KAP

658.4/012 F157P 2001

658.4 SMI

. Strategic Thinkers -- pt. 4. Strategic Concepts, Tools and Techniques -- pt. 5. Strategic Shifts in the

-- 3. Brand Religion -- 4. Corporate Religion -- 5. Commitment and action -- 6. Consequences for the

restricted to 4 simultaneous users)</a>

. Strategic Management in Practice -- Pt. II. Strategic Analysis. 3. Analysing the Environment. 4. Resources

658.4 SMI

Marketplace -- Ch. 2. Problems and Prospects -- Ch. 3. Lessons of the First Generation -- Ch. 4. Private

4

implementation -- pt. 4. Strategy evaluation -- pt. 5. Global issues in strategic management.

658.4 AFU

economies -- pt. 4. Implications: Company strategy ; Government policy ; National agendas -- Epilogue.

658.4 BRA

Crafting a Strategy. 3. Industry and Competitive Analysis. 4. Evaluating Company Resources and Competitive

. Determinants of National Competitive Advantage -- 4. The Dynamics of National Advantage -- 5. Four Studies in

Process -- 4. The Positioning School: Strategy Formation as an Analytical Process -- 5. The

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