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El. knyga: How to Outthink, Outmaneuver, and Outperform Your Competitors: Lessons from the Masters of Strategy

4.00/5 (2 ratings by Goodreads)
(Norton Paley & Associates, Falls Church, Virginia, USA)
  • Formatas: 300 pages
  • Išleidimo metai: 08-Oct-2018
  • Leidėjas: CRC Press Inc
  • Kalba: eng
  • ISBN-13: 9781466565418
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How to Outthink, Outmaneuver, and Outperform Your Competitors: Lessons from the Masters of StrategyDidesnis paveikslėlis
  • Formatas: 300 pages
  • Išleidimo metai: 08-Oct-2018
  • Leidėjas: CRC Press Inc
  • Kalba: eng
  • ISBN-13: 9781466565418
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Supplying you with a firm grasp of the roots of strategy, How to Outthink, Outmaneuver, and Outperform Your Competitors: Lessons from the Masters of Strategy explains how to develop the skills and strategies needed to compete in todays volatile marketplace. It interweaves the classic works of the masters of strategy, such as Sun Tzu, Carl von Clausewitz, Mao Tse-tung, Niccolo Machiavelli, Frederick the Great, Napoleon, and other renowned strategists.

The collective insights of these legendary strategists span 2,500 of combative history and have survived meticulous analysis by scholars. Applied to current competitive business conditions, their time-tested rules and guidelines will prepare you to deal with such issues as: preventing competitors from disrupting your overall growth plans, protecting yourself from a rivals take-over strategies, and strengthening long-term customer relationships.

Whether you operate as a multinational firm maneuvering for position in a global arena, or a regional business fighting an everyday battle for survival, the foundational principles provided can reinforce your understanding and practice of strategy. The book defines the historical origins of strategy and supplies timeless insight into how successful leaders have implemented comprehensive strategy plans. It also explains how to:











Maneuver out of risky competitive situations and into renewed market opportunities Establish a defensible position in a hotly-contested market Apply competitive business techniques to outperform your rivals Align competitive strategies with your organizations culture Personalize a leadership style to maximize performance from your staff

The book includes three special features:











Strategy Diagnostic ToolA structured system to help you assess your firms competitiveness before committing valuable resources. Appraising Internal and External ConditionsA comprehensive checklist to analyze those key factors that can determine the success of your business plan. Strategy Action PlanA tested format that includes step-by-step guidelines to develop a personalized business plan.

The lessons gleaned from military history and strategy can be indispensable in the everyday management of your people and resources. By tapping into the universal logic and historic lessons of strategy, you will fortify your ability to think like a master strategist and add greater precision to your decision-makingthereby allowing you to outthink, outmaneuver, and outperform your competition.
Introduction xiii
About the Author xxvii
Chapter 1 Apply Strength against Weakness: Maneuver by Indirect Strategy 1(22)
Maneuver by Indirect Strategy
2(2)
Developing an Indirect Strategy
4(17)
Define Your Strategic Goals
5(5)
What Are Your Organization's Distinctive Strengths or Areas of Expertise?
6(1)
What Business Should Your Organization Be in over the Next Three to Five Years?
6(1)
What Segments or Categories of Customers Will Your Company Serve?
7(1)
What Additional Functions Are You Likely to Fulfill for Customers as You See the Market Evolve?
7(1)
What New Technologies Will Your Firm Require to Satisfy Future Customer Needs?
8(1)
What Changes Are Taking Place in Markets, Consumer Behavior, Competition, Environment, and the Economy That Are Likely to Impact Your Company?
8(2)
Determine the Resources Needed to Achieve Your Goal
10(3)
Gather Competitive Intelligence
13(3)
Establish Security
16(2)
Implement the Strategy
18(2)
Develop a Post Strategy
20(1)
Summarizing
21(2)
Chapter 2 Improve Chances for Securing a Competitive Lead: Act with Speed 23(22)
Obstacles to Speed
28(13)
Lack of Reliable Market Intelligence
30(1)
Mediocre Leadership Stifles Timely and Significant Progress
31(1)
A Manager's Low Self-Esteem and Indecisiveness as Deep-Rooted Personality Traits
32(1)
Lack of Courage to Go on the Offensive, Triggered by the Manager's Innate Fear of Failure
32(1)
Managers' Lack of Confidence in Their Employees' Discipline, Capabilities, and Skills
33(1)
No Trust by Employees in Their Managers' Abilities to Make Correct Decisions
34(1)
Inadequate Support from Senior Management
35(1)
Disagreement and Open Confrontations among Line Managers about Objectives, Priorities, and Strategies
35(1)
A Highly Conservative and Plodding Corporate Culture Places a Drag on Speed
36(1)
Lack of Urgency in Developing New Products to Deal with Short Product Life cycles
36(1)
Organizational Layers, Long Chains of Command, and Cumbersome Committees Prolong Deliberation and Foster Procrastination
37(1)
Aggressive Competitors Can Cause Fear among Employees, Damage Morale, and Result in Lost Momentum
38(2)
Discipline
39(1)
Training
39(1)
Leadership
39(1)
Communications
39(1)
Culture
40(1)
Complacency or Arrogance as a Prevailing Cultural Mind-set
40(1)
Speed in a Twenty-First-Century Global Setting
41(1)
Summarizing
42(3)
Chapter 3 Secure a Competitive Advantage: Concentrate at a Decisive Point 45(26)
Defining a Decisive Point or Segment
51(4)
Identify a Decisive Point in a Market Segment
55(1)
Classic Techniques for Selecting a Market Segment
56(3)
Demographic Segmentation
56(1)
Geographic Segmentation
57(1)
Psychographic Segmentation
58(1)
Product Attributes
59(1)
Advanced Techniques for Selecting a Segment's Decisive Point
59(12)
Natural Markets
60(1)
Leading-Edge Markets
61(1)
Key Markets
61(1)
Linked Markets
62(1)
Central Markets
63(1)
Challenging Markets
63(1)
Difficult Markets
64(1)
Encircled Markets
64(7)
Chapter 4 Create a Lifeline to Business Strategy: Employ Competitor Intelligence 71(20)
Employing Agents
75(4)
Native Agents
75(1)
Inside Agents
76(1)
Double Agents
77(1)
Expendable Agents
78(1)
Living Agents
78(1)
Market Signals
79(2)
Tools and Techniques of Competitive Intelligence
81(10)
Sales Force
81(1)
Customer Surveys
82(1)
Published Data
83(1)
Government Agencies
83(1)
Industry Studies
84(1)
On-Site Observations
84(1)
Competitor Benchmarking
85(6)
Chapter 5 Maintain High Performance: Align Competitive Strategy with Your Company's Culture 91(22)
Qualities of High-Performing Business Cultures
96(12)
Symbols and Rituals
106(2)
Revitalize Your Company's Culture
108(3)
Summary
111(2)
Chapter 6 The Force Multiplier behind Your Business Strategy: Leadership 113(24)
Strategic Direction and Policies
114(1)
Self-Confidence and Leadership
115(1)
Mastering Leadership Skills
116(3)
Barriers to Effective Leadership
119(10)
Employees Remain Deficient in Skills
119(1)
Employees' Negative Perception of Managers
119(1)
Limited Support from Management
120(1)
Conflicts Concerning Objectives, Priorities, and Strategies
120(1)
A Ponderous Corporate Culture
121(1)
Limited New Product Development
121(2)
Unwieldy Committees That Initiate Delays
123(1)
Pressure from Aggressive Competitors
123(11)
Discipline
124(1)
Training
125(2)
Ambition
127(1)
Self-Confidence
128(1)
Leadership in the Competitive World
129(5)
Using Leadership as a Force Multiplier
134(3)
Interpersonal Skills
135(1)
Conceptual Skills
135(1)
Technical Skills
135(1)
Tactical Skills
135(2)
Chapter 7 Engage Heart, Mind, and Spirit: Create a Morale Advantage 137(24)
Motivational Behavior
139(5)
Herzberg's Motivation-Hygiene Theory
140(1)
McGregor's XY Theory
140(1)
Maslow's Hierarchy of Needs
141(1)
Ouchi's Theory Z
142(2)
Morale Links to the Human Heart
144(2)
Morale Links with Trust
146(1)
Morale Leads to Unity
146(2)
Morale Interfaces with Innovation
148(1)
The Relationship between Morale and Technology
149(2)
Morale Generates Momentum
151(3)
Obstacles to Fostering Morale
154(4)
Deficiency in Planning Skills
154(1)
Lack of a Strategic Outlook
154(1)
Absence of Creativity
155(1)
Inadequate Self-Development
155(1)
Minimal Self-Confidence
156(1)
Inferior Communication Skills
156(1)
Procrastination
156(1)
Volatile Conduct
157(1)
Discouragement
157(1)
Creating a Morale Advantage
158(3)
Chapter 8 Turn Uncertain Market Situations into Fresh Opportunities: Move to the Offensive 161(20)
Estimates and Calculations
167(3)
Use a Diagnostic Tool
170(2)
Use Reserves to Seize Opportunities
172(3)
Assess Levels of Creativity and Innovation
175(2)
Friction within the Company and from the Marketplace
177(4)
Chapter 9 Think like Strategists: Lessons from the Masters of Strategy 181(26)
The Human Factor
187(8)
Expand Your Employees' Awareness
188(1)
Recognize That Employees Harbor Ingrained Habits
189(1)
Learn to Wait
190(1)
Learn to Restrain Irritation
191(1)
Look for the Good in Yourself and Your Employees
191(4)
Managing Knowledge
195(2)
Turn on Intuition
197(5)
Conclusion
202(5)
Appendices 207(62)
Appendix 1: Strategy Diagnostic Tool
209(24)
Appendix 2: Appraising Internal and External Conditions
233(8)
Appendix 3: Strategy Action Plan
241(28)
Index 269
Norton Paley has brought his world-class experience and unique approach to business strategy to some of the global community's most respected organizations. Having launched his career with publishers McGraw-Hill and John Wiley & Sons, Paley founded Alexander-Norton Inc, bringing successful business techniques to clients around the globe including the international training organization Strategic Management Group, where he served as senior consultant.

Throughout his career Paley has trained business managers and their staff in the areas of planning and strategy development, raising the bar for achievement and forging new approaches to problem solving and competitive edge. His clients include:





American Express IBM Detroit Edison Chrysler (Parts Division) McDonnell-Douglas Dow Chemical (Worldwide) W.R. Grace Cargill (Worldwide) Chevron Chemical Ralston-Purina Johnson & Johnson USG Celanese Hoechst Mississippi Power

Paley has lectured in The Republic of China and Mexico and has presented training seminars throughout the Pacific Rim and Europe for Dow Chemical and Cargill. As a seminar leader at the American Management Association, he conducted competitive strategy, marketing management, and strategic planning programs for over 20 years.

Published books include:











The Marketing Strategy Desktop Guide, 2nd Edition How to Develop A Strategic Marketing Plan The Managers Guide to Competitive Marketing Strategies, 3rd Edition Marketing for the Nonmarketing Executive: An Integrated Management Resource Guide for the 21st Century Successful Business Planning: Energizing Your Company's Potential Manage To Win Mastering the Rules of Competitive Strategy: A Resource Guide for Managers Big Ideas for Small Businesses
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