個案總覽

Building Strategy and Performance Through Time is an eight-chapter book written by Kim Warren, professor of Strategic Management in MBA and Executive programs at London Business School, and published by Business Expert Press in May of 2009. Written for both students of and professionals in strategic management, the text sets an agenda for building business strategies in powerful, actionable, and accessible terms. It provides frameworks for understanding why a business's performance is moving on its current path, where it will go if the strategy remains unchanged, and how to design a robust strategy to transform this future. The author begins by examining the movement of performance and strategy over time, as strategic challenges evolve and resources, both tangible (staff, cash, and customers) and intangible (reputation and investor support), develop or decline. He then identifies the problems and shortcomings associated with existing strategic analysis tools, including SWOT and industry analyses. Finally, he provides an overview of practical techniques for developing a time-based picture of the challenges that organizations face.

Building Strategy and Performance Through Time is an eight-chapter book written by Kim Warren, professor of Strategic Management in MBA and Executive Programs at London Business School, and published by Business Expert Press in May of 2009. Written for both students of and professionals in strategic management, the text sets an agenda for building business strategies in powerful, actionable, and accessible terms. It provides frameworks for understanding why a business's performance is moving on its current path, where it will go if the strategy remains unchanged, and how to design a robust strategy to transform this future. Chapter 2 examines the link between resource availability and organizational performance. The author explains how to identify and focus on strategic resources, as well as how to define, measure, and obtain the quantitative understanding needed to best manage these resources.

Building Strategy and Performance Through Time is an eight-chapter book written by Kim Warren, professor of Strategic Management in MBA and Executive Programs at London Business School, and published by Business Expert Press in May of 2009. Written for both students of and professionals in strategic management, the text sets an agenda for building business strategies in powerful, actionable, and accessible terms. It provides frameworks for understanding why a business's performance is moving on its current path, where it will go if the strategy remains unchanged, and how to design a robust strategy to transform this future. In Chapter 3, the author introduces his concept of bathtub behavior - the idea that resources fill and drain over time -- and explains the relevance of this behavior to strategic decision-making. Specific topics include how to model and quantify these resources as they fill and drain; how management control affects resource behavior; and how to create strategies for developing resources through time.

Building Strategy and Performance Through Time is an eight-chapter book written by Kim Warren, professor of Strategic Management in MBA and Executive Programs at London Business School, and published by Business Expert Press in May of 2009. Written for both students of and professionals in strategic management, the text sets an agenda for building business strategies in powerful, actionable, and accessible terms. It provides frameworks for understanding why a business's performance is moving on its current path, where it will go if the strategy remains unchanged, and how to design a robust strategy to transform this future. Chapter 4 explores the mechanisms that make resources complementary and the implications of these interdependencies on organizational performance over time. Major topics include: gaining and maintaining resources; identifying both the external and internal drivers of resource growth and decline; methods by which specific resources - such as capital and customers - can be harnessed to stimulate their own growth; and how existing resources can be utilized effectively to grow complementary resources.

Building Strategy and Performance Through Time is an eight-chapter book written by Kim Warren, professor of Strategic Management in MBA and Executive Programs at London Business School, and published by Business Expert Press in May of 2009. Written for both students of and professionals in strategic management, the text sets an agenda for building business strategies in powerful, actionable, and accessible terms. It provides frameworks for understanding why a business's performance is moving on its current path, where it will go if the strategy remains unchanged, and how to design a robust strategy to transform this future. Chapter 5 applies the concepts discussed in Chapters 1 through 4 as it explores methods to assemble a complete strategic architectural model for an organization. The model takes into account performance, resource flows, and interdependencies. The author explains how to utilize this architecture to understand past performance, anticipate likely developments, and plan for alternative possibilities for the future. He also identifies five methods that managers can use to improve organizational performance: minimizing leakages in the resource system, improving resource acquisition and development, eliminating self-imposed limits, looking for reinforcing mechanisms to drive growth, and evaluating step solutions to shift the system to a new state.

Building Strategy and Performance Through Time is an eight-chapter book written by Kim Warren, professor of Strategic Management in MBA and Executive programs at London Business School, and published by Business Expert Press in May of 2009. Written for both students of and professionals in strategic management, the text sets an agenda for building business strategies in powerful, actionable, and accessible terms. It provides frameworks for understanding why a business's performance is moving on its current path, where it will go if the strategy remains unchanged, and how to design a robust strategy to transform this future. Chapter 6 addresses the variation in the value, or worth, of a firm's resources. The chapter's primary focus is how to assess the value of different resources through the understanding of their respective resource attributes -- characteristics that vary between different items in the same pool of resources. For example, while cash is a uniform resource - every dollar bill is worth the same as the others - customers vary; for example, some are larger and some are more profitable. Major topics include: how to understand and effectively manage specific resource attributes; the mechanisms that cause attribute levels to change; problems, such as cannibalization, posed by resource attributes; and how best to improve resource quality.

Building Strategy and Performance Through Time is an eight-chapter book written by Kim Warren, professor of Strategic Management in MBA and Executive Programs at London Business School, and published by Business Expert Press in May of 2009. Written for both students of and professionals in strategic management, the text sets an agenda for building business strategies in powerful, actionable, and accessible terms. It provides frameworks for understanding why a business's performance is moving on its current path, where it will go if the strategy remains unchanged, and how to design a robust strategy to transform this future. Chapter 7 considers how to win, develop, and retain resources within an organizational context, and shows how rivalries between firms competing for these resources play out through time. The author explains the three dominant forms of rivalry - turning potential customers into actual customers, capturing rivals' customers, and competing for sales to shared customers - through a detailed example. The author outlines the processes of various forms of rivalry and examines the relevant challenges and opportunities that rivalry presents to managers.

Building Strategy and Performance Through Time is an eight-chapter book written by Kim Warren, professor of Strategic Management in MBA and Executive programs at London Business School, and published by Business Expert Press in May of 2009. Written for both students of and professionals in strategic management, the text sets an agenda for building business strategies in powerful, actionable, and accessible terms. It provides frameworks for understanding why a business's performance is moving on its current path, where it will go if the strategy remains unchanged, and how to design a robust strategy to transform this future. In the eighth and final chapter, the author focuses on a firm's intangible resources such as product and service quality, investor support, and employee morale; explains why they are important; and considers how managers can understand, measure, and best utilize them through time. The author also discusses managerial techniques to identify and resolve issues associated with intangibles as well as factors contributing to the growth or decline of intangible resources. He also explores "capabilities" -- activities a firm may excel at, such as building, retaining, and improving organizational resources -- and the relationship between capabilities and resource development.