This study provides a practical framework that enables managers and strategic planners to determine whether and how their growth and investment plans will succeed. The author outlines a concept of strategic leverage which is designed to help managers understand where a company stands in the competitive dynamics of its industry. Demonstrating how to link company strengths with market opportunities by using case studies from a wide variety of industries - telecommunications, chemicals, high-tech and medical appliances, food and travel, this book will enable managers to define and communicate corporate strategy.
UNDERSTANDING STRATEGIC LEVERAGE.
Strategic Leverage: A New Paradigm.
Industry Structure and Strategic Leverage.
How Competitive Position Restricts Leverage and Limits Choices.
How Competitive Forces Affect Leverage.
ANALYZING STRATEGIC LEVERAGE.
Analyzing Freedom of Maneuver.
Likely Returns of the Three Generic Strategies.
How Strategic Leverage and Company Choices Change as Industries Evolve.
Strategic Mapping: A Tool for Visualizing Leverage.
Using Market Signals to Create or Modify Leverage.
EXPLOITING STRATEGIC LEVERAGE.
Selecting Strategies That Exploit Leverage.
How Successful New Products Capitalize on Leverage.
How Strategic Leverage Influences Product Tactics.
Why Channels Can Become Industry ``Fault Lines''.
Using Pricing to Create, Maneuver and Maintain Leverage.
Number Of Pages: 352
Published: 11th December 1991
Country of Publication: US
Dimensions (cm): 24.6 x 16.2
Weight (kg): 0.62
Edition Number: 1