A strategy defines which markets a business will operate in and sets out the organisational competencies that will be needed (and what actions need to be taken to develop them) to enable the business to gain and sustain its competitive edge. The Strategy Pocketbook introduces strategy in clear and concise terms. It sets out the basics, explaining the language of strategists, the factors that shape and drive strategy, the key steps that will lead to the setting and development of a strategy, and the strategic tools that will be needed along the way. Author Neil Russell-Jones MBA, chartered banker and member of the Strategic Planning Society, guides readers through the strategic planning process. His step-by-step approach begins with primary analysis (of the business, its competition and markets) and then secondary analysis (of what the business is offering and what this implies). Planning is the penultimate step, followed by implementation. Numerous analysis tools are used by strategists, including SWOT, PEST, scenario, core competency and critical success factor to name but a few. Russell-Jones, aided by clear graphics, describes the more important tools.

The Business Planning Pocketbook (3rd Edition) explains what issues to address, how to write a business plan, what questions to ask, how much detail to include and the time-frame to adopt. In the chapter on planning theory the author identifies eight different planning styles, followed in the next chapter with a description of the seven stages of the planning process. In his summary the author says: 'A plan is a statement of what you intend to achieve, how, when and with what resources'. A complex subject made simple. Author Neil Russell-Jones is widely published, speaks internationally, lectures and is a special advisor for the Princes Youth Business Trust. In the Management Pocketbooks Series he has also written books on decision-making, strategy, managing change and marketing.

"Princeton Architectural Press, in association with The University of Washington"-- title page.

This accessible guide to leadership encourages the reader to proactively develop themselves, their colleagues and their organisation.

The Managing Change Pocketbook is for all those people responsible for managing change or wishing to understand an imposed change. Now in its 4th edition this popular title in the Pocketbooks Series explains what change is and why it is necessary, why some change needs proactive management, the effects of change on people, how to gain commitment, how to manage change, the tools available, ways to communicate, and examples of success and failure.

The Marketing Pocketbook is authoritative, comprehensive and - with its clear, concise, factual wording - easily accessible. Authoritative because it is written by an experienced and highly respected management consultant. Comprehensive because of the sheer volume of facts that this Pocketbook manages to squeeze in. The content is structured into three parts. The first part explains the basic concepts and looks at what marketing is. The second deals with the marketing process, in other words how to go about it. The final part of the Pocketbook looks at putting the theory into practice. All the fundamentals of marketing are covered, from market research and developing a marketing strategy to planning and implementing marketing campaigns. And accessible because we strip away all the unnecessary padding and present nothing but the key facts.

People in business are conditioned to believe they must communicate in a rational, objective and logical manner, without emotion, if their point is to be accepted. The reality is, however, that stories engage both hearts and minds and are the most effective means to engage and persuade. The Storytelling Pocketbook shows readers how to use stories to get their ideas across and make a deeper connection with their audience. With practical exercises throughout, the book shows you how to create your own story frameworks, and explores the different settings in which you might use them, eg to ignite organisational change, to transfer knowledge, to build brands, to develop people.