Business Strategy and Corporate Strategy

Strategy. Methods, Models and Theories (A-Z)

Strategy


3C's Model Ohmae

4S Web Marketing Mix Constantinides

5 C's of Marketing Strategy

5 P's Model Pryor

5 Steps Planning Armstrong

7 Ps Booms Bitner

7-S Framework McKinsey

Abductive Reasoning Pierce

Abilene Paradox Harvey

Acquisition Integration Approaches Haspeslagh Jemison

Action Learning Revans

Action Research Lewin

ADL Matrix Arthur D. Little

Aggregate Demand

Aggregate Supply

Agile Absorption Sull

Alliance Network

Analogical Strategic Reasoning Gavetti Rivkin

Anchoring Bias Tversky Kahneman

Anti Hostile Takeover Mechanisms

Art of War Sun Tzu

Ashridge Mission Model Campbell

Back-End Plan

Balanced Scorecard Kaplan Norton

Bankmail Engagement

Barriers to Entry

Bases of Social Power French Raven

BCG Matrix

Benchmarking

Bisociation Koestler

Black Swan Theory Taleb

Blue Ocean Strategy Kim

Bottom of the Pyramid Prahalad

Bounded Rationality Simon

BPR Hammer Champy

Brainstorming

Brand Loyalty

Brand Recognition

Bricks and Clicks

Business Assessment Array

Business Cycle

Business Incubator

Business Intelligence

Business Interruption Insurance

Business Models

Business Process Reengineering Hammer Champy

Buy-Side Analyst

Cannibalization

Capacity Utilization

Capital Budgeting

Cartel

Catastrophe Theory Thom

Causal Ambiguity

Centralization and Decentralization

Ceteris Paribus

Chain of Command

Chairman of the Board

Change Approaches Kotter

Change Dimensions Pettigrew Whipp

Change Phases Kotter

Chaos Theory Lorenz

Chief Executive Officer

Chief Financial Officer

Chief Information Officer

Chief Technology Officer

Clarkson Principles

Clicks and Mortar

Clusters Porter

Coalition

Co-Creation Prahalad Ramaswamy

Cognitive Bias

Comparative Advantage Nations Porter

Competitive Advantage framework Porter

Competitive Environment

Competitive Intelligence

Competitive Position

Concentrated Marketing

Concentration Strategy

Confirmation Bias

Contingency Theory Vroom

Co-opetition Brandenburger

 

Core Competence Hamel Prahalad

Core Group Theory Art Kleiner

Corporate Reputation Quotient Harris-Fombrun

Corporate Accountability

Corporate Charter

Corporate Governance

Corporate Responsibility

Corporate Sustainability

Corporate Transparency

Cost Analysis

Cost Drivers

Cost Dynamics

Cost Leadership Porter

Crisis Management

Critical Path Analysis

Cross-Selling

Crown Jewel Defense

CSFs Rockart

Cultural Dimensions Hofstede

Culture Levels Schein

Customer Loyalty

Customer Relationship Management

Deliberate Strategy

Delphi Method Helmer

Delta Model Hax

Deming Chain Reaction

Dialectical Inquiry

Diamond Model Porter

Differentiated Marketing

Dimensions of Change Pettigrew Whipp

Disaggregation

Disintermediation

Disruptive Innovation Christensen

Distinctive Capabilities Kay

Divestiture

Downsizing

Due Diligence

Dynamic Capabilities Teece

E-Business

E-Commerce

Economies of Scale

EFQM

Emergent Strategy

Emerging Markets

Enterprise Architecture Zachman

Entrepreneurial Government Osborne

E-Procurement

Exit Strategy

Experience Curve

Extended Marketing Mix 7P's

Factor Endowments

False Consensus Bias

Feasibility Study

Feedback Loops

First-mover Advantage

Five Forces Porter

Flip-in

Flip-over

Force Field Analysis Lewin

Forget Borrow Learn Govindarajan Trimble

Franchising

Friendly Takeover

Game Theory Nash

GE Business Screen

Globalization

Glocalization

Golden Parachute

Goodbye Kiss

Grey Knight

Gross Domestic Product

Groupthink Janis

Growth Phases Greiner

Growth Share Matrix BCG

Harvest Strategy

Hierarchy of Needs Maslow

Horizontal Agreement

Horizontal Integration

Horizontal Merger

Hoshin Kanri - Policy Deployment

Illusion of Control Bias

Impact/Value framework Hammer

Implementation Management Krüger

Industry Analysis Porter

Industry Attractiveness

Industry Change McGahan

Industry Life Cycle

Innovation Adoption Curve Rogers

Innovation Strategy

Instrumental Approach of Stakeholder Theory

Intangible Assets

Integrative Thinking

Intrinsic Stakeholder Commitment

Joint Venture

Kaizen philosophy

Kepner-Tregoe Matrix

Killer Bees

KISS Principle

KPIs Rockart

Lateral Thinking

Leveraged Buy-out


Add a method / model


Leveraged Recapitalization

Lobster Trap

Logical Incrementalism Quinn

Macro-Environment

Management Buy-out

Management by Objectives Drucker

Management Metaphors

Managing for Value McTaggart

Market Segmentation

Marketing Mix 4P's 5P's McCarthy

McKinsey Matrix

Mergers and Acquisitions approaches

Mind Mapping

Modeling business processes

Moral Purpose Mourkogiannis

MSP OGC

Nationalization

Network Economy Kelly

Niche Marketing

Non-Governmental Organization

Non-Systemic Risk

Normative Approach of Stakeholder Theory

Objective Analysis Tree

Office of Strategy Management Kaplan Norton

Oligopoly

Operational Agility

Operations Research

Opinion Leader

OODA Loop Boyd

OPM3 PMI

Organizational Absorption

Organizational Agility

Organizational Configurations Mintzberg

Organizational Development Lewin

Organizational Resilience

Organization Chart

Outsourcing

Paralysis by Analysis

Parenting Advantage Goold Campbell

Parenting Styles Goold Campbell

PARTS Brandenburger

Penetration Pricing

Pension Parachute

People Pill

Performance Categories Baldrige

Performance Management

Performance Prism

Personal Belief Bias

PEST Analysis

Plausibility Theory

Poison Put

Portfolio Agility

Portfolio Analysis

Pressure Group

Price Skimming

Problem Analysis Tree

Product Life Cycle Levitt

Product/Market Grid Ansoff

Profit Pools Gadiesh, Gilbert

Rätselvermehrung Heinsohn

Real Options Luehrman

Relational Capital

Relative Value of Growth Mass

Resource-Based View Barney

Restructuring

Reverse Auction

Reverse Takeover

Risk Management

Root Cause Analysis

Rule of Three Sheth

Safe Harbor

Scenario Planning

Scorched Earth Defense

S-Curve

Second-mover Strategy

Seven Surprises Porter

Shared Value Porter

Shareholder Value Perspective

Simulation modeling

Six Thinking Hats de Bono

Skandia Navigator Leif Edvinsson

SLEPT Analysis

SMART Drucker

SOFT Model Humphrey

Soft Systems Methodology Checkland

SOSTAC Model Smith

Special Purpose Vehicle

Spin-Off

Spiral Dynamics Graves

Stage-Gate Cooper

Staggered Board of Directors

Stakeholder Analysis

Stakeholder Mapping

Stakeholder Value Perspective

Standstill Agreement

Start-up Company

STEEPLE Analysis

Storytelling

Strategic Agility

Strategic Alignment Venkatraman

Strategic Alliance

Strategic Analysis

Strategic Business Unit

Strategic Change Momentum

Strategic Fit

Strategic Grid for IT

Strategic Infliction Point

Strategic Intent Hamel Prahalad

Strategic Planning

Strategic Risk Management Slywotzky

Strategic Stakeholder Management

Strategic Stretch

Strategic Synergy

Strategic Triangle Ohmae

Strategic Thrusts Wiseman

Strategic Types Miles Snow

Strategic Vision

Strategic Window

Strategy Analysis

Strategy Change Cycle Bryson

Strategy Dynamics Warren

Strategy Execution

Strategy Map Kaplan Norton

STRATPORT Larreche

Stretch Goals Welch

SWOT Analysis

Supply Chain Design

Sustainable Competitive Advantage

Synectics Gordon

Systemic Risk

Systems Thinking / Dynamics Forrester

Tacit Knowledge

Targeted Repurchase

Target Marketing

TDC Matrix Internet

Technological Forecasting

Ten Schools of Thought Mintzberg

Theory E and Theory O Beer Nohria

Theory of Constraints Goldratt

Theory of Reasoned Action Ajzen Fishbein

Three Dimensional Business Definition Abell

Time to Market

Top-down Approach

Trade Marketing Mix

Trajectories of Industry Change McGahan

Triple Bottom Line Elkington

Turnaround Management

Twelve Principles of the Network Economy Kelly

Undifferentiated Marketing

Value Based Management

Value Chain Porter

Value Creation Index

Value Disciplines Treacy Wiersema

Value Mapping Jack

Value Net Brandenburger

Value Profit Chain Heskett

Value Stream Mapping

ValueReporting Framework PWC

Vertical Agreement

Vertical Integration

Vertical Merger

Virtual Business

Vision

Vision Statement

VMOST

Voting Rights Plan

VRIN Barney

Working Capital

X-Efficiency

Zero-sum Game

more

 

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Strategy Forum (22 topics) Help
  Difference Between Strategy Approaches and Strategy Concepts
Hi, can someone please explain the difference between a strategy approach and a strategy concept? I'm not sure if I get it right, but to my mind an approach (like Resource-based View) describes a way to interpret the reality.
Whereas a strategy ...
     
  Organisational Development Strategy versus Business Strategy
Hi, please help, I'm struggling to understand the difference between Organisational Development Strategy & Business Strategy. How do they link?...
     
  Is Strategy Development a 'Chaotic' Process?
According to Stacey (1993) 'organisations are complex adaptive systems and the patterns in the actions of organisations, which are their strategies, emerge unpredictably in self organising processes.' This accords with the view of 'strategy developme...
     
  The Role of the Board of Directors in the Strategy Process
If strategy is to guide the organization, then it certainly must be guided by what by law, if not actual fact, is the organization´s key governing body, the Board of Directors (BOD).
1. To what extent should the BOD participate in setting strate...
     
  What Makes a Person Into a Strategist?
It is really difficult to become a strategist without having the personality / behavior that makes a person into a strategist. I believe a strategist' personality is the product of proactive behavior.
     
  Should Executives Become More Strategic?
A while ago we had 2 interesting discussions at 12manage "Strategic Planning must be Dynamic" and "Developing an Agile Top Management Team". I was mad...
     
  What is a Strategy?
Unless a definition of "a strategy" is agreed upon by those who will have to use it and act by it, no "strategic planning" of whatever flavor will do. Yet, it is an illusion to fancy that one doesn't need a strategy. Let's make it clear. I define a s...
     
  What is Strategic Management?
In the business environment people talk of strategic planning, strategic implementation, strategic direction, strategic fit, strategic flexibility, dynamic environment, turnaround strategy, downsizing, divergence and convergence and manymore.
E...
     
  Implementation/Formulation Strategy Matrix
Properly formulated strategies that are actively managed lead to success. The Implementation/Formulation Strategy Matrix has 4 quadrants to be considered when developing a strategy:
1. WISHFUL THINKERS
- Implementation: Not Managed
- ...
     
  Operations Strategy versus Business Strategy
What are the the differences between the operations strategy and the business strategy? And what do they have in common? Thanks for your replies....
     
  Normative / Reductive Strategy?
Hi, can anybody provide me more information related to the topic normative / reductive strategy. I'll be very thankful....
     
  Standardization: Tactic or Strategy?
Question, is standardization a strategy or a tactic and why?...
     
  Outsourcing Manufacturing
Some US manufacturing firms still find it advantageous to source their manufacturing from China and other Asian countries.
How are the strategies of these firms different from those who decide to locate in Guadalajara?...
     
  What is Strategic Quality Planning?
I am a student researching about strategic quality planning. How do we develop a strategic quality plan? What are the processes involved? What are the considerations in making such a plan? Thanks for your input......
     
  Customer Attractiveness Matrix
This is an important method for customer segmentation. I missed this method in the dictionary. Maybe it is in there under a different name. It describes the customer attractiveness versus the suppliers strength or position with the customer. Also kno...
     
  Strategic Marketing Decision
What are the elements of a strategic marketing decision?...
     
  Mission: To achieve the Vision
How's this for a novel approach. Every organisation, the world over, has the same Mission. It's simply 'To achieve the Vision'....
     
  Main Factors of Strategy Formulation
Question. What are the main factors that needed to be considered during the formulation of strategy?...
     
  Strategy-Driven Requirements Engineering
In Australia as elsewhere I've seen many organisations that can and do articulate their highest strategic goals, objectives etc but then have no idea of how to execute upon that strategy in terms of implementing IT systems that really do help ...
     
  Strategic Marketing Plan
Strategy is generally outlined in terms of the mission, vision and corporate values that the company will adopt; in another words, defines what the company will do, its raison d'être, and what it will be in the future. Competitive Strategy deepens in...
     



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