The innovative and unique feature of this book is that it does not contain theoretical concept that cannot be translated into practice. This second volume expands the analysis of the strategic decisions, emphasizing the importance of a sustainable competitive advantage, and proposing an integrated conceptual and operational framework (the “Strateco Dashboard”), that complements and significantly improves the recent and well-known Blue Ocean approach to strategy development. Finally, it addresses the measurement of the performance of strategy in terms of value creation, highlighting differences and similarities, as well as strengths and weaknesses, of the main metrics. Furthermore, it proposes a comprehensive and operational framework for the assessment of the financial feasibility of strategy, through the measurement of the impact of the planned strategic moves on financial needs and the evaluation of their financial sustainability.

Strategy as Action presents an action plan for how firms can build, improve, and defend their competitive advantage at every stage of their life cycle. For start-up firms entering a market, it provides a model for exploiting competitive uncertainty and blind spots; for growth firms who have established some market advantages, it provides an action plan for exploiting relative resources; for mature firms, it explains how to exploit market position; finally, for firms that have no decisive resource advantage, it provides an action plan based on firm co-operative reactions.

Good Strategy/Bad Strategy clarifies the muddled thinking underlying too many strategies and provides a clear way to create and implement a powerful action-oriented strategy for the real world. Developing and implementing a strategy is the central task of a leader. A good strategy is a specific and coherent response to—and approach for—overcoming the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect. Yet, Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with “strategy.” In Good Strategy/Bad Strategy, he debunks these elements of “bad strategy” and awakens an understanding of the power of a “good strategy.” He introduces nine sources of power—ranging from using leverage to effectively focusing on growth—that are eye-opening yet pragmatic tools that can easily be put to work on Monday morning, and uses fascinating examples from business, nonprofit, and military affairs to bring its original and pragmatic ideas to life. The detailed examples range from Apple to General Motors, from the two Iraq wars to Afghanistan, from a small local market to Wal-Mart, from Nvidia to Silicon Graphics, from the Getty Trust to the Los Angeles Unified School District, from Cisco Systems to Paccar, and from Global Crossing to the 2007–08 financial crisis. Reflecting an astonishing grasp and integration of economics, finance, technology, history, and the brilliance and foibles of the human character, Good Strategy/Bad Strategy stems from Rumelt’s decades of digging beyond the superficial to address hard questions with honesty and integrity.

This volume offers a comprehensive view of posters presented at the VIIth International Conference on Event Perception and Action. Arranged in order of appearance of their corresponding symposia on the conference program, this collection of 80 miniature articles on event perception and action represents the work of 136 researchers from 13 countries.

If you are seeking access to equity or finance from a bank or bank-related institution, your company will need a Basel II rating. How does the Basel II Rating differ from previous credit ratings? What specific information will your bankers require for the rating? What can you do to ensure the most favourable outcome? Unfortunately there is no mathematical or scientific solution to these questions. Approval of your request will largely depend on your ability to provide not simply the relevant information, but a tactically effective line of argument. If you under-represent your project, even if it does not fail the rating test outright, it is likely to get it assigned to a grade below its merit. The penalty is reflected in the conditions of the desired facility, especially, the rate of interest. Marc B. Lambrecht's The Basel II Rating shows you what information to assemble and exactly how to make your case in order to maximise your rating results. His book will help you argue the success potential of your business; accurately define the financial basis on which that success can be realised; and present your credentials convincingly. Follow the framework, use the advice and the techniques he suggests and you will make a convincing case for your business and the value and risk of the project for which you are seeking finance. This book can help you ensure continued access to business finance and equity on the best possible commercial terms.

A well-coordinated adult learning system will be essential to support the achievement of Slovenia’s long-term development goals. The transformational effects of globalisation, technological progress and demographic change on life at work and outside of it amplify the importance of getting ...