Description
Book SynopsisMarcel van Assen is a senior consultant at the Operations Management group of Berenschot. His industrial consulting experience covers a range of manufacturing, supply chain, and strategic issues, from operational excellence to value-innovation based on strategic conversation, roadmapping and foresight.
Marcel is also an assistant professor of manufacturing management at the Department of Management of Technology and Innovation Department of RSM Erasmus University. He has written several books and articles on operations and innovation management. He holds an MSc in mechanical engineering from the University of Twente, an MSc in business administration (strategy and organisation) from the Open University, and a PhD in business administration from RSM Erasmus University. In addition he is associate member of ERIM (Erasmus Research Institute of Management).
Gerben van den Berg read business administration at the University of Groningen.
Table of Contents
About the authors
Publisher's acknowledgements
Preface
Using this book
Part 1: Corporate and business strategy
1 Ansoff’s matrix and product market grid
2 BCG-matrix
3 Strategic dialogue
4 BHAG
5 Blue ocean strategy
6 Business model canvas
7 Business scope (Abell)
8 Competitive analysis: Porter's five forces model
9 Core competencies
10 Internationalisation strategy framework
11 Road-mapping
12 Scenario planning
13 Strategy maps
14 SWOT analysis
15 Value-disciplines
Part 2: Organisation and governance
16 7-S Framework
17 Balanced scorecard
18 Benchmarking
19 Organisational growth model (Greiner)
20 Offshoring/outsourcing
21 Organisational configurations (Mintzberg)
22 Overhead value analysis
23 Risk management
24 The value chain
Part 3: Finance
25 Activity-based costing
26 Capital asset pricing model (CAPM)
27 Discounted cash flow (DCF) and net present value (NPV)
28 DuPont scheme
29 Economic value added (EVA) and weighted average cost of capital (WACC)
30 Financial ratio analysis: liquidity, solvency and profitability ratios
31 Investment stages
32 Real options theory
33 Risk-reward analysis
34 Value-based management
Part 4: Marketing and sales
35 4Ps of marketing (Kotler)
36 Branding pentagram
37 Client pyramid (Curry)
38 Crowdsourcing
39 Customer journey mapping
40 MABA analysis
41 Social network analysis
42 Stakeholder management
Part 5: Operations, supply chain management and procurement
43 Business process redesign
44 House of purchasing and supply
45 Kaizen/Gemba
46 Lean thinking/just-in-time
47 Purchasing model (Kraljic)
48 Root cause analysis/Pareto analysis
49 Six sigma
50 The EFQM model
51 Value stream mapping
Part 6: Innovation, technology management and e-business
52 Diffusion model
53 Disruptive innovation
54 Hype cycle
55 Innovation circle
56 Information Technology Infrastructure Library (ITIL®)
57 Stage-Gate model
58 Strategic IT-alignment model
59 The Open Group Architecture Framework (TOGAF®)
Part 7: Human Resources (HR) and change management
60 Change quadrants
61 Compensation model
62 Eight phases of change (Kotter)
63 HR business roles
64 Motivational insights
65 Six thinking hats (De Bono)
66 Socially engineered change
67 Team roles (Belbin)
68 The Deming cycle: plan–do–check–act
Part 8: Leadership and (inter)cultural management
69 Bottom of the pyramid
70 CAGE distance framework
71 Competing values
72 Core quadrants
73 Cultural dimensions (Hofstede)
74 Culture dimensions (Trompenaars)
75 Focus-energy matrix
76 Seven habits of highly effective people (Covey)
77 Situational leadership
Appendix: Model matrix and categorization
Index
