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Strategy and Performance
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This title has free online support material available.

Details

  • Page extent: 192 pages
  • Size: 246 x 189 mm
  • Weight: 0.44 kg

Library of Congress

  • Dewey number: n/a
  • Dewey version: n/a
  • LC Classification: HD41 .C639 2002
  • LC Subject headings:
    • Competition
    • Core competencies
    • Performance--Management

Library of Congress Record

Paperback

 (ISBN-13: 9780521750301 | ISBN-10: 052175030X)

In a world where customers are fickle and markets change overnight, you need to be ready to move rapidly when opportunities or threats arise - and that means knowing what your business is good at, and what it isn't. This book helps you to understand your organisation's potential, its capabilities and limitations, so when new challenges appear, you'll know how to manage your resources effectively to take advantage of them. It will show you how to build a more sustainable competitive advantage by revealing the techniques that underlie your firm's strategy, and explain how to improve and manage these resources to reinforce your strengths and ameliorate your weaknesses. Written for managers of small to medium sized businesses and industry consultants, this book also forms part of a three-volume set covering business strategy, performance, and competencies. Supporting material is available online at www.cambridge.org/9780521750301.

• Step-by-step guide to developing and implementing strategy for manufacturing organisations • Developed by the Cambridge Institute for Manufacturing with major industrial clients • Part of three volume set covering business strategy, performance and competencies

Contents

When should I use this book?; How to use this book; 1. Practical competence and resource frameworks; 2. Awareness - what does success look like?; 3. Matching problems to analysis methods; 4. Insight - what focus and scope is appropriate?; 5. Insight - where are these resources?; 6. Insight - how important are they?; 7. Building a resource/competence base; 8. Measuring resource and competence development; 9. Closing thoughts.

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