Strategic alternatives : selection, development, and implementation / William E. Rothschild
Material type:
TextPublication details: New York : AMACOM, c1979Description: ix, 242 pages : illustrations ; 22 cmISBN: - 081445514X
- HD 30.28 .R68 1979
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National University - Manila | LRC - Annex Relegation Room | Gen. Ed. - CBA | GC HD 30.28 .R68 1979 (Browse shelf(Opens below)) | c.1 | Available | NULIB000000948 |
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| GC HD 30.28 .M67 1987 The Executive guide to operational planning / | GC HD 30.28 .P43 1989 An Industry approach to cases in strategic management / | GC HD 30.28 .Q56 1988 The Strategy process : concepts, contexts, and cases / | GC HD 30.28 .R68 1979 Strategic alternatives : selection, development, and implementation / | GC HD 30.28 .S65 1977 Dynamic business strategy : the art of planning for success / | GC HD 30.28 .S74 1979 Strategic planning : what every manager must know / | GC HD 30.28 .S77 1988 Cases in strategic management / |
Includes index.
1. Strategy: An Overview -- Part I. Strategic Thinking and Decisions -- 2. Highlights of Strategic Thinking -- 3. Making Decisions and Setting Priorities -- Part II. Successful Management Strategies -- 4. Marketing- Based Strategies -- 5. Production-Based Strategies -- 6. Innovation: The Glamour Strategy -- 7. Using Financing and Executive Talents -- Part III. Functional Decisions and Total Strategy Integration -- 8. Implementation Strategies -- 9. The Final Steps -- 10. Conclusions and Directions for Use.
For the past seven years, I have spent hundreds of hours consulting with general managers, strategic planners, and even chief executive officers of small, medium, and large corporations. This effort was aimed at helping them develop strategic plans and apply the principles of strategic thinking. As a result of these personal experiences, and on the basis of discussing these topics with other practitioners, I have become concerned about the lack of creativity and of true strategic alternatives in management. Managements have been willing to analyze their environments, competition, and resources, and have committed considerable organizational time, money, and personnel only to come up with the same old answers or with slight modifications of their existing strategy.
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