Description
Book SynopsisStrategy needs to be partly idealistic and partly realistic. On the one hand, it exists to help managers and executives envision the most beneficial future possible-one that is optimally competitive and profitable. But such visualizing needs to go hand-in-hand with concrete planning. In order to formulate a strategy that will really work, organizations need to master the technique of modelling in order to plan what can properly be called strategic business model, a model that both depicts the operations of a business and that provides the analytical basis for examining and formulating the plan for the future operations of a firm.
Here leading expert Frederick Betz reviews the strategic modelling technique and applies it to diverse kinds of businesses, both productive and financial, and including banks and hedge funds. He illustrates the possibilities of this technique-and the pitfalls of using it incorrectly-by applying it to real business cases, some successful and some problematic. As strategic business models are important to understand the transformative operations of an enterprise system for present and future competitiveness, Betz's exploration into both manufacturing and financial firms, along with retailing firms and conglomerates, broadens the business literature.
Strategic Business Models: Idealism and Realism in Strategy is essential reading for managers and strategists wishing to optimize the effectiveness of their strategic planning.
Trade ReviewThe author describes the technique of business models in strategy, presents an analytical technique of six different types of strategic modeling for both manufacturing and financial firms, and applies the technique to different kinds of cases. He addresses strategic sales, capital, resources, profit, and control, as well as the strategic business environment, the strategic financial market, strategic idealism and realism, and strategic methodology, using cases of Amazon, Barings Bank, Intel, Hyundai, global holding companies, the Great Depression, securitization, the international financial grid, and Xerox. -- Annotation ©2018 * (protoview.com) *
Table of ContentsCHAPTER 1. MODELING BUSINESS STRATEGY CHAPTER 2. STRATEGIC SALES - The Case of Amazon CHAPTER 3. STRATEGIC CAPITAL - The Case of Barings Bank CHAPTER 4. STRATEGIC RESOURCES - The Case of Intel CHAPTER 5. STRATEGIC PROFIT - The Case of Hyundai CHAPTER 6. STRATEGIC CONTROL - Case Study: Global Holding Companies CHAPTER 7. STRATEGIC BUSINESS ENVIRONMENT - The Case of the Great Depression CHAPTER 8. STRATEGIC FINANCIAL MARKETS - The Case of Securitization CHAPTER 9. STRATEGIC IDEALISM AND REALITY - The Case of the International Financial Grid CHAPTER 10. STRATEGIC METHODOLOGY - The Case of Xerox CHAPTER 11. SUMMARY - Strategic Modeling
