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Creating Strategic Leverage. Matching Company Strengths with Market Opportunities. Edition No. 1

  • ID: 2211983
  • Book
  • March 1992
  • 352 Pages
  • John Wiley and Sons Ltd
Not only examines how to analyze industry structure and how todetermine your company's competitive position within it, but alsodetails how to use such analysis in order to gain the competitiveedge by anticipating or changing the rules of the game--evenchanging the game itself. Provides clear, concise solutions to somemajor problems such as how to describe and communicate a strategyand how to determine what's feasible and what's not, depending onyour company's position. Packed with case studies from suchindustries as AT&T, Federal Express, United Airlines and more.
Note: Product cover images may vary from those shown
UNDERSTANDING STRATEGIC LEVERAGE.

Strategic Leverage: A New Paradigm.

Industry Structure and Strategic Leverage.

How Competitive Position Restricts Leverage and LimitsChoices.

How Competitive Forces Affect Leverage.

ANALYZING STRATEGIC LEVERAGE.

Analyzing Freedom of Maneuver.

Likely Returns of the Three Generic Strategies.

How Strategic Leverage and Company Choices Change as IndustriesEvolve.

Strategic Mapping: A Tool for Visualizing Leverage.

Using Market Signals to Create or Modify Leverage.

EXPLOITING STRATEGIC LEVERAGE.

Selecting Strategies That Exploit Leverage.

How Successful New Products Capitalize on Leverage.

How Strategic Leverage Influences Product Tactics.

Why Channels Can Become Industry ``Fault Lines''.

Using Pricing to Create, Maneuver and Maintain Leverage.

Notes.

Index.
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Milind M. Lele
Note: Product cover images may vary from those shown
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