Strategic in Business & Economics Books

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<P> Written by today's leading authority in brand management and incorporating the latest industry thinking and developments, this exploration of brands, brand equity, and strategic brand management combines a comprehensive theoretical foundation with numerous techniques and practical insights for making better day-to-day and long-term brand decisions-and thus improving the long-term profitability of specific brand strategies. Finely focused on "how-to" and "why" throughout, it provides specific tactical guidelines for planning, building, measuring, and managing brand equity. It includes numerous examples on virtually every topic and over 100 Branding Briefs that identify successful and unsuccessful brands and explain why they have been so. For industry professionals from brand managers to chief marketing officers. </P>

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Your total guide to putting a powerful management tool to work in your organization <p>Why strategic planning? Because a well wrought strategic plan helps you set priorities and acquire and allocate the resources needed to achieve your goals. It provides a framework for analyzing and quickly adapting to future challenges. And it helps all board and staff members focus more clearly on your organization's priorities, while building commitment and promoting cooperation and innovation. <p>But to be effective, your plan will need to address the special needs of the nonprofit sector. And for more than a decade, Strategic Planning for Nonprofit Organizations has been the number-one source of guidance on all facets of strategic planning for managers at nonprofits of every size and budget. <p>This thoroughly revised, updated, and expanded edition arms you with the expert knowledge and tools you need to develop and implement surefire strategic plans, including tested-in-the-trenches worksheets, checklists, and tables&#151;in print and on the companion CD-ROM&#151;along with a book-length case study that lets you observe strategic planning in action. Packed with real-world insights and practical pointers, it shows you how to: <ul> <li>Develop a clear mission, vision, and set of values</li> <li>Conduct SWOT analyses and program evaluations</li> <li>Assess client needs and determine stakeholder concerns</li> <li>Set priorities and develop core strategies, goals, and objectives</li> <li>Balance the dual bottom lines of mission and money</li> <li>Write and implement a solid strategic plan</li> <li>Develop a user-friendly annual work plan</li> <li>Establish planning cycles, gauge progress, and update strategies</li> </ul>

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<i>Creating and Implementing Your Strategic Plan</i> is the best-selling companion to John Bryson's landmark book, <i>Strategic Planning for Public and Nonprofit Organizations</i>. This new edition of the workbook is completely revised and updated and can be used as a stand-alone resource or as a companion to <i>Strategic Planning for Public and Nonprofit Organizations</i>. A step-by-step guide to putting strategic planning to work in public and nonprofit organizations, this indispensable workbook includes easy-to-understand worksheets and clear instructions for creating a strategic plan tailored to the needs of the individual organization. From setting up the meeting room to establishing a vision of the future, every step of the strategic planning process is covered. The workbook shows how to: <ul> <li>Refine your organization's mission and values <li>Assess your internal and external environment <li>Identify and frame strategic issues <li>Formulate strategies to help manage the issues <li>Create, review, and adopt the strategic plan <li>Assess the strategic planning process </ul>

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When it was first published more than sixteen years ago, John Bryson's <i>Strategic Planning for Public and Nonprofit Organizations</i> introduced a new and thoughtful strategic planning model. Since then it has become the standard reference in the field. In this completely revised third edition, Bryson updates his perennial bestseller to help today's leaders enhance organizational effectiveness. This new edition: <ul> <li>Features the Strategy Change Cycle-a proven planning process used by a large number of organizations <li>Offers detailed guidance on implementing the planning process and includes specific tools and techniques to make the process work in any organization <li>Introduces new material on creating public value, stakeholder analysis, strategy mapping, balanced scorecards, collaboration, and more <li>Includes information about the organizational designs that will encourage strategic thought and action throughout the entire organization <li>Contains a wealth of updated examples and cases </ul>

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<p>Written by three top consultants and trainers, <i>Applied Strategic Planning</i> shows managers and CEOs a clear, totally effective way to identify and implement strategic objectives.</p> <p><i>Applied Strategic Planning</i> surpasses other strategic planning models in many key areas, including:</p> <ul> <li>Emphasis on organizational culture <li>Integration of business and functional plans <li>Performance audits <li>Gap analysis <li>Values clarification </ul> <p>Goodstein, Nolan, and Pfeiffer take managers through all phases of the strategic planning process, including:</p> <ul> <li>How to determine if an organization is ready for strategic planing <li>Effectively communicate a corporate vision <li>Recognize the role of culture in changing strategic direction <li>Understand the various roles of a consultant <li>Write effective mission statements <li>Create contingency plans </ul> <p>Containing charts, diagrams, and checklists along with illuminating examples from the authors, extensive consulting experience, and even cartoons that convey important points, <i>Applied Strategic Planning </i>lets managers at the helm navigate expertly through today's unpredictable business climate.</p>

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Strategic Thinking Leadership and the Management of Change Edited by John Hendry University of Cambridge, UK and Gerry Johnson Cranfield School of Management, UK with Julia Newton Cranfield School of Management, UK Published in association with the Strategic Management Society, The Wiley Strategic Management Series aims to illustrate the &#145;best in global strategic management&#146; for academics, business practitioners and consultants. This book, the first volume in the series, is concerned with the process of strategic management and change. It places emphasis on the way people think about strategy and make sense of their organisational worlds; on organisational learning and adaption; and on the part played in this by leadership. Contributors Chris Bennett R. Thomas Lenz Mary M. Crossan Michael Levenhagen Yves Doz Martha L. Maznevski Jane E. Dutton Lief Melin Tony Eccles Julia Newton Colin Eden Wendy J. Penner Ewan Ferlie Andrew Pettigrew Charles M. Hampden-Turner Joseph F. Porac Kees Van Der Heijden James C. Rush Bo Hellgren Heinz Thanheiser John Hendry Howard Thomas Terry Hildebrand Richard Whipp Gerry Johnson Rod E. White Henry W. Lane Richard Whittington

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Strategic Marketing Management Cases is a versatile collection of approximately 45 cases. This casebook has a decision-making focus and addresses the challenges facing marketing managers today. It is organized to reflect the priorities of a marketing manager: market orientation, growth strategies and target market strategies.

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From internal resources such as people, knowledge, and capital to relationships with external stakeholders such as customers and suppliers - Strategic Management of Resources and Relationships provides students with one realistic, comprehensive, and highly effective approach to strategic management.<br> <br> Students will learn how to use the resource-based view to develop competitive advantages through the acquisition, development and management of resources. They'll also learn how to use stakeholder theory to determine when firms should form partnerships, the form they should take, and how to manage them to enhance their resource position. The text's unique blend of the resource-based approach with stakeholder theory and other relevant theories and models, helps students gain a complete, balanced understanding of the field.

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In The Strategic Middle Manager, management experts, consultants, and researchers Steven Floyd and Bill Wooldridge demonstrate that the success of future organizations rests decisively on having managers who can lead effectively from the middle. With hands-on tools and valuable guidance the authors redefine the vital role of middle management today to show managers how to increase their strategic value - and secure their future careers. The authors' decade of research involving over 250 middle managers illustrates for top management how to unleash the potential dynamos in the middle of the organization and also presents to aspiring new professionals a state-of-the-art blueprint for future success in management. The Strategic Middle Manager offers a fresh approach and insight into how middle managers at leading firms such as Motorola, Intel, First Fidelity Bank, and Texas Instruments are creating and sustaining their organization's competitive advantage. Floyd and Wooldridge detail the four strategic roles unique to middle managers - from project managers and sales directors to financial administrators - using examples of the successes and failures of today's key players as they contributed to their organization's effectiveness.

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<P>Building a New Business within a Profitable Old One<P><P>Even world-class companies, with powerful and proven business models, eventually discover limits to growth. That's what makes emerging high-growth industries so attractive. Although they lack a proven formula for making a profit, these industries represent huge opportunities for the companies that are fast enough and smart enough. <P><P>But constructing tomorrow's businesses while simultaneously sustaining excellence in today's demands a delicate balance. It is a quest fraught with contradiction and paradox. Until now, there has been little practical guidance.<P><P>Based on an in-depth, multiyear research study of innovative initiatives at ten large corporations, Vijay Govindarajan and Chris Trimble identify three central challenges: forgetting yesterday's successful processes and practices; borrowing selected resources from the core business; and learning how the new business can succeed. The authors make recommendations regarding staffing, leadership roles, reporting relationships, process design, planning, performance assessment, incentives, cultural norms, and much more.<P><P>Breakthrough growth opportunities can make or break companies and careers. <I>Ten Rules for Strategic Innovators</I> is every leader's guide to execution in unexplored territory.<P>

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"A comprehensive look at not only the choices surrounding the development of a pay system but also the pros and cons associated with each choice....Thorough."--HR Magazine<p> In this seminal work, acclaimed compensation expert Edward Lawler III shows companies that the way they pay can be an important source of competitive advantage. He reveals how pay strategies that draw a clear connection between pay and performance can support an organization's strategic objectives by communicating unmistakably what that organization values most. Moreover, he examines a wide range of performance-based pay practices--from piecework incentive systems to merit pay and skill-based pay--to demonstrate how compensation systems can be tailored to fit a variety of business strategies and management styles. Both traditional and nontraditional pay strategies are examined, with special emphasis given to designing pay systems that support participatory management and other innovative practices.<p> <B>Make Your Pay System Pay Off</B><P> <I>A comprehensive look at not only the choices surrounding the development of a pay system but also the pros and cons associated with each choice....Thorough.</I><BR>--HR Magazine<P>In this seminal work, acclaimed compensation expert Edward Lawler III shows companies that the way they pay can be an important source of competitive advantage. He reveals how pay strategies that draw a clear connection between pay and performance can support an organization's strategic objectives by communicating unmistakably what that organization values most. Moreover, he examines a wide range of performance-based pay practices--from piecework incentive systems to merit pay and skill-based pay--to demonstrate how compensation systems can be tailored to fit a variety of business strategies and management styles. Both traditional and nontraditional pay strategies are examined, with special emphasis given to designing pay systems that support participatory management and other innovative practices.<P>

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<b>Strategic Management: Text and Cases, 3rd Edition</b>, by Dess/Lumpkin/Eisner is both readable and rigorous- written for today's student. A rocket-ship in its first editions, this revision continues to provide solid treatment of traditional topics in strategic management, as well as contemporary topics like entrepreneurship, innovation, knowledge management, and internet strategies. The prestigious author team understands the importance of thorough, modern concepts illustrated by rich, relevant, and teachable cases. The new case selections emphasize variety, currency, and familiar company names. The cases are up-to-date in terms of both financial data and strategic issues. This group of cases gives both instructors and students unparalleled quality and variety. Based on consistent reviewer feedback, these selections combine comprehensive and shorter length cases about well known companies.

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Human Resources are the most important resource that a firm commands and should be regarded as capital, a factor of production in which managers invest today in order to realize future profits. This book deals with the strategic implications of Human Resource Management as an important strategic asset and emphasizes its importance within the overall strategy of the firm. The book covers issues such as job design, evaluation, recruitment, training, career concern, and outsourcing and downsizing. The linkage between the various pieces of HRM policy are stressed and how the policies are related to management issues such as TQM, just-in-time manufacturing, and others. The book is aimed at the general manager, not the HRM practitioner and it stresses conceptual frameworks, not procedural methodology.

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