Strategic Analysis
A neo-institutional version of integrated strategy-Generic theory framework
$3.00
Boundary model showing the co-evolution of corporate strategy and industry
$3.00
Relationship analysis for government and industry firms
$3.00
Institutions a regulative instances
$3.00
Research framework
$3.00
Degree of market regulation and relative importance of strategy
$3.00
Activity matrix for market and non-market strategies
$3.00
Process characteristics of market and non-market strategy
$3.00
Shareholder consistency vs. governmental consistency
$3.00
The Firm's External Environment
$3.00
A Company's Macroenvironment
$3.00
Relationships Among Stakeholders
$3.00
Stakeholders in the energy industry
$3.00
Industry Analysis: Industry Forces and Profit Potential
$3.00
Five Forces Determining Segment Structural Attractiveness
$3.00
The Five-Forces Model of Competition
$3.00
Forces Driving Industry Competition
$3.00
The Wheel of Competitive Strategy
$3.00
Approaches to Competitor Analysis
$3.00
A Quality-Driven Planning Matrix: Strategic Response
$3.00
Product Attributes’ Effects on Strategic Response
$3.00
Strategy is Formulated Relative to Competition
$3.00
Components of a Competitive Analysis
$3.00
Competitive Forces That Shape Competitive Position and Profitability
$3.00
Competitor Configuration and Industry Stability
$3.00
Barriers and Profitability
$3.00
The Quest for Competitiveness
$3.00
The Life-Cycle Portfolio Matrix
$3.00
The Boston Consulting Group Matrix
$3.00
BCG's Growth/Share Matrix II
$3.00
BCG's Growth/Share Matrix III
$3.00
BCG's Growth/Share Matrix IV
$3.00
The New BCG Matrix
$3.00
Underlying Relationship between ROI and Market Share in the New BCG Matrix
$3.00
A Representative Nine-Cell Industry Attractiveness-Competitive Strength Matrix
$3.00
The General Electric Business Screen
$3.00
Market Attractiveness - Portfolio Classification and Strategies I
$3.00
Market Attractiveness - Portfolio Classification and Strategies II
$3.00
Shared Value Activities and Cost Position
$3.00
Alternative Scope of Leader and Challenger Strategies I
$3.00
Alternative Scope of Leader and Challenger Strategies II
$3.00
Finding the Limits of the Current Economic Engine
$3.00
Beyond "Customer-Led"
$3.00
Vertical Market Structures
$3.00
Transaction-Asset Matrix
$3.00
Managing the Strategy-Culture Relationship
$3.00
Core Competencies Management Model
$3.00
Core Competencies: The Link between the Economics of the Firm & Management Cognition
$3.00
An Alternative Conception of the Diversified Firm
$3.00
Establishing the Core Competence Agenda
$3.00
Developing the Organization's Core Competences
$3.00
Structure of the Center less Corporation
$3.00
Five Key Missions of the global Core
$3.00
Decision Tree for Location of Staff Services
$3.00
Elements of a Vision
$3.00
Strategic Intent and Value creation Priorities
$3.00
Extent and Pace of Integration
$3.00
Categories of Resources Leverage
$3.00
Efficiency vs. Effectiveness
$3.00
Operational Effectiveness Versus Strategic Positioning
$3.00
The Value Chain
$3.00
The Generic Value Chain I
$3.00
The Generic Value Chain II
$3.00
Representative Company Value Chain
$3.00
Representative Value Chain for an Entire Industry
$3.00
Value Chains for Related Businesses
$3.00
Value Chains for Unrelated Businesses
$3.00
Value Chain (as a Percentage of Total Price to the Consumer)
$3.00
