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Strategic planning workbook

Author: Hellebust, Karsten G. ; Krallinger, Joseph C.Publisher: Wiley, 1989.Language: EnglishDescription: 331 p. : Graphs ; 24 cm.ISBN: 0471620424Type of document: BookBibliography/Index: Includes index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Europe Campus
Main Collection
Print HD30.28 .H45 1989
(Browse shelf)
001261141
Available 001261141
Total holds: 0

Includes index

Digitized

Strategic Planning Workbook Contents INTRODUCTION ix PROLOGUE 1 PART I: UNCOVERING A HIDDEN MESS AT CHEM-A-LOT 3 The story of Chem-A-Lot' s evolving business cultures under the very different management styles of three Chief Executive Officers (CEOs) will probably ring some familiar bells. A review of what happened, or didn't happen, during the tenure of each CEO is seen against a broad-brush backdrop of some of the best ideas on motivation, negotiation, competition, and cooperation. Specific techniques that you too can use to diagnose hidden systems of interrelated business problems are explained. This part would be called a situation analysis by many experts. Social scientist Russell Ackoff coined a new meaning for the word mess: He defined it as a system of interactive problems. The definition seems most appropriate for the systems of problems that cause business ill health. Chapter 1 The Need to Survive 5 Chapter 2 The New Broom 19 Chapter 3 What Management Is All About 31 Chapter 4 Rates-of-Change: The Long and Short of It Chapter 5 Unit Sales versus Dollar Sales: A Surprising Analysis 57 Chapter 6 Individual Product Sales Tale: Order in Chaos Chapter 7 Product Life Cycles and Pricing PART 2: GATHERING THE FACTS 89 Methods for gathering accurate marketing, manufacturing, financial, and personnel facts are discussed and illustrated. Such facts must be available even before the foundation of a worthwhile plan can be laid. 43 65 77 Chapter 8 From Marketing Facts to Functional Plans Chapter 9 From Manufacturing Facts to Plans Chapter 10 Return on Investment 149 155 Chapter 11 Unleashing the Talents of People 133 91 PART 3: PLANNING CYCLE: THEORY AND PRACTICE 163 The best in complementary competitive and cooperative business planning techniques is developed in detail under the leadership of the third CEO, with some initial help from a competent consultant. Chapter 12 The Planning Cycle 165 167 175 183 193 Chapter 13 Phase 1: The Strategy Plan (Theory) Chapter 14 Phase 1: The Strategy Plan (Practice) Chapter 15 Phase 2: The Business Plan (Theory) Chapter 16 Phase 2: The Business Plan (Practice) Chapter 17 Phase 3: Budget (Theory) Chapter 18 Phase 3: Budget (Practice) 203 209 PART 4: SUCCESS: THE FRUITS OF PLANNING 237 Success did not result from pure luck, magic, or fleeting management fads. Find out how to wield the levers of power so that life can be a bit more pleasant for you. Chapter 19 How Sweet, Success 239 Chapter 20 How to Wield the Levers of Power 243 PART 5: PUTTING CHEM-A-LOT BACK TOGETHER AGAIN 255 What should a complete set of plans look like? Here they are in full detail, based on the Chem-A-Lot story. Chapter 21 Chem-A-Lot Strategy Plan Package: Years 28-30 257 Chapter 22 Chem-A-Lot Business Plan Package: Years 28-29 279 Chapter 23 Chem-A-Lot Budget Package 299 PART 6: THE CHEM-A-LOT MANAGEMENT TOOL KIT 317 More than an index! The first part of the kit lists and defines the use of each diagnostic and control tool employed in the story of Chem-A-Lot, together with page references as to where each tool can be found in its appropriate context. The second part of the kit lists the pages where each management concept is discussed. Diagnostic Tools 319 Management Concepts 327

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