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In their book Grow By Focusing on What Matters (2010 Business Expert Press), Professors Urbany and Davis start from the premise that growth and competitive advantage are about effective positioning. Through nine chapters they explain how to build positioning using a "3-circle model" that facilitates speed of understanding and action by focusing attention on the most critical strategy concepts in a demanding and uncertain competitive environment. Chapter 2 provides an overview of the underlying framework that begins with the customer perspective. The authors introduce the basic concepts and several case examples illustrating the principles that underlie the development of effective growth strategy. The book's outline: Chapter 1 The Challenges of Growth Chapter 2 Introduction to 3-Circle Analysis Chapter 3 Defining the Context Chapter 4 The Meaning of Value Chapter 5 Sorting Value Chapter 6 Growth Strategy Chapter 7 Implementation: An Inside View of the Organization Chapter 8 The Dynamics of Customer Value and Competitive Advantage Chapter 9 Summary: Growth Strategy in 10 Steps

In their book Grow By Focusing on What Matters (© 2010 Business Expert Press), Professors Urbany and Davis start from the premise that growth and competitive advantage are about effective positioning. Through nine chapters they explain how to build positioning using a "3-circle model" that facilitates speed of understanding and action by focusing attention on the most critical strategy concepts in a demanding and uncertain competitive environment. Chapter 3 explains a frame for capturing in language the goal of a growth strategy. The goal combines the statement of a particular company unit (product, service, brand, product/service line, etc.), the customer segment, and the competitor: "My goal is to grow COMPANY UNIT by creating more value for CUSTOMER SEGMENT than COMPETITOR does." The authors illustrate their concept of context with numerous company and product examples. The book's outline: Chapter 1 The Challenges of Growth Chapter 2 Introduction to 3-Circle Analysis Chapter 3 Defining the Context Chapter 4 The Meaning of Value Chapter 5 Sorting Value Chapter 6 Growth Strategy Chapter 7 Implementation: An Inside View of the Organization Chapter 8 The Dynamics of Customer Value and Competitive Advantage Chapter 9 Summary: Growth Strategy in 10 Steps

In their book Grow By Focusing on What Matters (2010 Business Expert Press), Professors Urbany and Davis start from the premise that growth and competitive advantage are about effective positioning. Through nine chapters they explain how to build positioning using a "3-circle model" that facilitates speed of understanding and action by focusing attention on the most critical strategy concepts in a demanding and uncertain competitive environment. Chapter 4 is an in-depth study of customers, exploring the value customers seek and the means by which existing competitors get credit for the value they create. Following a review of concepts and background ideas, the authors present six basic lessons regarding customer-value dynamics and competition. The book's outline: Chapter 1 The Challenges of Growth Chapter 2 Introduction to 3-Circle Analysis Chapter 3 Defining the Context Chapter 4 The Meaning of Value Chapter 5 Sorting Value Chapter 6 Growth Strategy Chapter 7 Implementation: An Inside View of the Organization Chapter 8 The Dynamics of Customer Value and Competitive Advantage Chapter 9 Summary: Growth Strategy in 10 Steps

In their book Grow By Focusing on What Matters (2010 Business Expert Press), Professors Urbany and Davis start from the premise that growth and competitive advantage are about effective positioning. Through nine chapters they explain how to build positioning using a "3-circle model" that facilitates speed of understanding and action by focusing attention on the most critical strategy concepts in a demanding and uncertain competitive environment. Chapter 5 examines customer value in terms of response to the attributes of a product or product idea, then goes on to enumerate seven kinds of customer evaluation when confronting competing product concepts: better than competitor, same as competitor, worse than competitor, both below expectations, etc. The authors embed these ideas in the 3-circle model that dominates the book. At the end of chapter 5, the authors present a value map as a means of determining where a specific offering lies in a value space, defined by price on one axis and perceived benefits on the other. The book's outline: Chapter 1 The Challenges of Growth Chapter 2 Introduction to 3-Circle Analysis Chapter 3 Defining the Context Chapter 4 The Meaning of Value Chapter 5 Sorting Value Chapter 6 Growth Strategy Chapter 7 Implementation: An Inside View of the Organization Chapter 8 The Dynamics of Customer Value and Competitive Advantage Chapter 9 Summary: Growth Strategy in 10 Steps

In their book Grow By Focusing on What Matters (© 2010 Business Expert Press), Professors Urbany and Davis start from the premise that growth and competitive advantage are about effective positioning. Through nine chapters they explain how to build positioning using a "3-circle model" that facilitates speed of understanding and action by focusing attention on the most critical strategy concepts in a demanding and uncertain competitive environment. Chapter 6 examines the growth strategies that evolve from the seven categories of value explained in Chapter 5. Topics include Value and Positioning, Growth Implications for Value, and Exploring Five Growth Imperatives. The book's outline: Chapter 1 The Challenges of Growth Chapter 2 Introduction to 3-Circle Analysis Chapter 3 Defining the Context Chapter 4 The Meaning of Value Chapter 5 Sorting Value Chapter 6 Growth Strategy Chapter 7 Implementation: An Inside View of the Organization Chapter 8 The Dynamics of Customer Value and Competitive Advantage Chapter 9 Summary: Growth Strategy in 10 Steps

In their book Grow By Focusing on What Matters (2010 Business Expert Press), Professors Urbany and Davis start from the premise that growth and competitive advantage are about effective positioning. Through nine chapters they explain how to build positioning using a "3-circle model" that facilitates speed of understanding and action by focusing attention on the most critical strategy concepts in a demanding and uncertain competitive environment. Chapter 7 examines issues of execution. The authors prod readers to consider their own organizations and products by asking "Do we have the skills and resources necessary to pursue these ideas" underlying the 3-circle model. A presentation on identifying and evaluating a firm's resources - financial, physical, human, technological, and reputational - leads to a discussion about applying those resources. Several case examples illuminate the chapter. The book's outline: Chapter 1 The Challenges of Growth Chapter 2 Introduction to 3-Circle Analysis Chapter 3 Defining the Context Chapter 4 The Meaning of Value Chapter 5 Sorting Value Chapter 6 Growth Strategy Chapter 7 Implementation: An Inside View of the Organization Chapter 8 The Dynamics of Customer Value and Competitive Advantage Chapter 9 Summary: Growth Strategy in 10 Steps

In their book Grow By Focusing on What Matters (© 2010 Business Expert Press), Professors Urbany and Davis start from the premise that growth and competitive advantage are about effective positioning. Through nine chapters they explain how to build positioning using a "3-circle model" that facilitates speed of understanding and action by focusing attention on the most critical strategy concepts in a demanding and uncertain competitive environment. Chapter 8 focuses on the dynamic aspects of markets. Market dynamics require a constant search for differentiation that can, paradoxically, lead to "sameness," as producers revise their products to neutralize the advantages of competing products. The authors explain how value moves through the 3-Circle model by demonstrating how markets and competitors change and how competitive advantage shifts over time. They also offer guidance on how to anticipate market changes. The book's outline: Chapter 1 The Challenges of Growth Chapter 2 Introduction to 3-Circle Analysis Chapter 3 Defining the Context Chapter 4 The Meaning of Value Chapter 5 Sorting Value Chapter 6 Growth Strategy Chapter 7 Implementation: An Inside View of the Organization Chapter 8 The Dynamics of Customer Value and Competitive Advantage Chapter 9 Summary: Growth Strategy in 10 Steps

In their book Grow By Focusing on What Matters (2010 Business Expert Press), Professors Urbany and Davis start from the premise that growth and competitive advantage are about effective positioning. Through nine chapters they explain how to build positioning using a "3-circle model" that facilitates speed of understanding and action by focusing attention on the most critical strategy concepts in a demanding and uncertain competitive environment. Chapter 9, the final chapter, summarizes the book by presenting the 10-step process in which a growth strategy project is defined and executed. There are really three big elements underlying these 10 steps. The first involves the management team formally laying out the scope of the project and then their hypotheses about customer value. The second involves gathering data directly from target customers and analyzing it by breaking it down into the categories defined in the 3-circle model and deeper analysis via laddering. The third involves developing particular growth strategy ideas and testing them via (a) an assessment of alignment and capabilities required and (b) an evaluation of the competitive dynamics of the marketplace. The book's outline: Chapter 1 The Challenges of Growth Chapter 2 Introduction to 3-Circle Analysis Chapter 3 Defining the Context Chapter 4 The Meaning of Value Chapter 5 Sorting Value Chapter 6 Growth Strategy Chapter 7 Implementation: An Inside View of the Organization Chapter 8 The Dynamics of Customer Value and Competitive Advantage Chapter 9 Summary: Growth Strategy in 10 Steps

The book Fundamentals of Global Strategy was written by Cornelis A. DeKluyver, Dean of the Lundquist College of Business at the University of Oregon, and published by Business Expert Press. This book examines the opportunities and risks associated with staking out a global competitive presence and introduces the fundamentals of global strategic thinking. We define crafting a global strategy in terms of change: how a company should change and adapt its core (domestic) business model to achieve a competitive advantage as it expands globally. The conceptual framework behind this definition has three fundamental building blocks: a company's core business model, the various strategic decisions a company needs to make as it globalizes its operations, and a range of globalization strategies for creating a global competitive advantage. Numerous mini-cases illuminate key themes. Chapter 1, "Competing in a Global World," assesses how global the world economy has become and what implications that has for companies.

The book Fundamentals of Global Strategy was written by Cornelis A. DeKluyver, Dean of the Lundquist College of Business at the University of Oregon, and published by Business Expert Press. This book examines the opportunities and risks associated with staking out a global competitive presence and introduces the fundamentals of global strategic thinking. The author defines crafting a global strategy in terms of change: how a company should change and adapt its core (domestic) business model to achieve a competitive advantage as it expands globally. The conceptual framework behind this definition has three fundamental building blocks: a company's core business model, the various strategic decisions a company needs to make as it globalizes its operations, and a range of globalization strategies for creating a global competitive advantage. Numerous mini-cases illuminate key themes. Chapter 2, "The Globalization of Companies and Industries," looks at globalization at the industry level. It asks the following questions: What is a global industry? What are the driving forces behind the globalization of industries? and What explains the dominance of particular countries or regions in global industries?

The book Fundamentals of Global Strategy was written by Cornelis A. DeKluyver, Dean of the Lundquist College of Business at the University of Oregon, and published by Business Expert Press. This book examines the opportunities and risks associated with staking out a global competitive presence, and introduces the fundamentals of global strategic thinking. The author defines crafting a global strategy in terms of change: how a company should change and adapt its core (domestic) business model to achieve a competitive advantage as it expands globally. The conceptual framework behind this definition has three fundamental building blocks: a company's core business model, the various strategic decisions a company needs to make as it globalizes its operations, and a range of globalization strategies for creating a global competitive advantage. Numerous mini-cases illuminate key themes. Chapter 3, "Generic Strategies for Global Value Creation," looks at generic strategies for creating a global competitive advantage, ranging from adaptation to aggregation to arbitrage.

The book Fundamentals of Global Strategy was written by Cornelis A. DeKluyver, Dean of the Lundquist College of Business at the University of Oregon, and published by Business Expert Press. This book examines the opportunities and risks associated with staking out a global competitive presence and introduces the fundamentals of global strategic thinking. The author defines crafting a global strategy in terms of change: how a company should change and adapt its core (domestic) business model to achieve a competitive advantage as it expands globally. The conceptual framework behind this definition has three fundamental building blocks: a company's core business model, the various strategic decisions a company needs to make as it globalizes its operations, and a range of globalization strategies for creating a global competitive advantage. Numerous mini-cases illuminate key themes. Chapter 4, "Global Strategy as Business Model Change," introduces the concept of a business model to define global strategy formulation as changing or adapting a company's core (domestic) business model to achieve a competitive advantage as it globalizes its operations or presence.

The book Fundamentals of Global Strategy was written by Cornelis A. DeKluyver, Dean of the Lundquist College of Business at the University of Oregon, and published by Business Expert Press. This book examines the opportunities and risks associated with staking out a global competitive presence and introduces the fundamentals of global strategic thinking. The author defines crafting a global strategy in terms of change: how a company should change and adapt its core (domestic) business model to achieve a competitive advantage as it expands globally. The conceptual framework behind this definition has three fundamental building blocks: a company's core business model, the various strategic decisions a company needs to make as it globalizes its operations, and a range of globalization strategies for creating a global competitive advantage. Numerous mini-cases illuminate key themes. Chapter 5, "Target Markets and Modes of Entry," looks at decisions regarding which foreign markets to enter and why, when, and how to enter them. Topics include measuring market attractiveness; the use of partnerships and alliances; and the issue of timing market entry.

The book Fundamentals of Global Strategy was written by Cornelis A. DeKluyver, Dean of the Lundquist College of Business at the University of Oregon, and published by Business Expert Press. This book examines the opportunities and risks associated with staking out a global competitive presence and introduces the fundamentals of global strategic thinking. The author defines crafting a global strategy in terms of change: how a company should change and adapt its core (domestic) business model to achieve a competitive advantage as it expands globally. The conceptual framework behind this definition has three fundamental building blocks: a company's core business model, the various strategic decisions a company needs to make as it globalizes its operations, and a range of globalization strategies for creating a global competitive advantage. Numerous mini-cases illuminate key themes. Chapter 6, "Globalizing the Value Proposition," discusses the globalization of the company's core offerings and introduces the concept of a value proposition globalization matrix to guide strategic thinking.

The book Fundamentals of Global Strategy was written by Cornelis A. DeKluyver, Dean of the Lundquist College of Business at the University of Oregon, and published by Business Expert Press. This book examines the opportunities and risks associated with staking out a global competitive presence and introduces the fundamentals of global strategic thinking. The author defines crafting a global strategy in terms of change: how a company should change and adapt its core (domestic) business model to achieve a competitive advantage as it expands globally. The conceptual framework behind this definition has three fundamental building blocks: a company's core business model, the various strategic decisions a company needs to make as it globalizes its operations, and a range of globalization strategies for creating a global competitive advantage. Numerous mini-cases illuminate key themes. Chapter 7, "Global Branding," topics include global branding vs. global positioning; determinants of global brand structures; formulating a global brand strategy; and managing key strategic brands.

The book Fundamentals of Global Strategy was written by Cornelis A. DeKluyver, Dean of the Lundquist College of Business at the University of Oregon, and published by Business Expert Press. This book examines the opportunities and risks associated with staking out a global competitive presence and introduces the fundamentals of global strategic thinking. The author defines crafting a global strategy in terms of change: how a company should change and adapt its core (domestic) business model to achieve a competitive advantage as it expands globally. The conceptual framework behind this definition has three fundamental building blocks: a company's core business model, the various strategic decisions a company needs to make as it globalizes its operations, and a range of globalization strategies for creating a global competitive advantage. Numerous mini-cases illuminate key themes. Chapter 8, "Globalizing the Value Chain Infrastructure," looks at the globalization of the value-chain infrastructure, from research and development, to product development, to manufacturing, to distribution, to after-sale service.

The book Fundamentals of Global Strategy was written by Cornelis A. DeKluyver, Dean of the Lundquist College of Business at the University of Oregon, and published by Business Expert Press. This book examines the opportunities and risks associated with staking out a global competitive presence and introduces the fundamentals of global strategic thinking. The author defines crafting a global strategy in terms of change: how a company should change and adapt its core (domestic) business model to achieve a competitive advantage as it expands globally. The conceptual framework behind this definition has three fundamental building blocks: a company's core business model, the various strategic decisions a company needs to make as it globalizes its operations, and a range of globalization strategies for creating a global competitive advantage. Numerous mini-cases illuminate key themes. Chapter 9, "Global Supply-Chain Management," covers topics including supply-chain agility and resiliency; making supply chains adaptable; and creating supply-chain alignment.

The book Fundamentals of Global Strategy was written by Cornelis A. DeKluyver, Dean of the Lundquist College of Business at the University of Oregon, and published by Business Expert Press. This book examines the opportunities and risks associated with staking out a global competitive presence and introduces the fundamentals of global strategic thinking. The author defines crafting a global strategy in terms of change: how a company should change and adapt its core (domestic) business model to achieve a competitive advantage as it expands globally. The conceptual framework behind this definition has three fundamental building blocks: a company's core business model, the various strategic decisions a company needs to make as it globalizes its operations, and a range of globalization strategies for creating a global competitive advantage. Numerous mini-cases illuminate key themes. In the book's final chapter -- Chapter 10, "Globalizing the Management Model" - the author returns to a broader strategic and general-management perspective, addressing topics such as pitfalls in globalizing a management model; the importance of a global mindset; and realigning and restructuring for global competitive advantage.

Building Social Business (2010) is a book of 9 chapters written by 2006 Nobel Peace Laureate Muhammad Yunus and published by Public Affairs/Perseus Books Group. The objective of social business is to create self-supporting, viable commercial enterprises that generate economic growth even as they produce goods and services that serve the poor. Yunus demonstrates how social business transforms lives, offers practical guidance for those who want to create social businesses of their own, and argues that public and corporate policies must adapt to make room for the social business model which, in his view, has the potential to reduce the negative fallout from free-market enterprise. Chapter 9, the book's final chapter, argues that capitalism has made our world "lopsided," with poverty left untreated. Yunus asks the reader to join him in envisioning the answer to the question "What would the world be like without poverty?"

Building Social Business (2010) is a book of 9 chapters written by 2006 Nobel Peace Laureate Muhammad Yunus and published by Public Affairs/Perseus Books Group. The objective of social business is to create self-supporting, viable commercial enterprises that generate economic growth even as they produce goods and services that serve the poor. Yunus demonstrates how social business transforms lives, offers practical guidance for those who want to create social businesses of their own, and argues that public and corporate policies must adapt to make room for the social business model which, in his view, has the potential to reduce the negative fallout from free-market enterprise. Chapter 1 defines social business and its importance. The differences between social business and social enterprise are explained, and the significance of non-governmental organizations (NGOs) and charitable behavior is highlighted.