Strategic Planning and Performance Management

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Routledge, Aug 6, 2012 - Business & Economics - 240 pages
Strategic Planning and Performance Measurement: Develop & Measure a Winning Strategy, provides a clear and concise roadmap for designing, implementing and measuring strategy. The focus is on strategic factors, which are defined in a unique way as the criteria on which an organization or business unit has to do well in order to succeed.

For organizations to be successful, they must take a stakeholder perspective of their performance – stakeholders such as customers, suppliers, employees and owners. The book cites many case studies including: 7-Eleven, Roche, K-mart, McDonald’s, Levi Strauss, Accor Hotels, Gallo Wines, Daimler Chrysler, Sears Roebuck, Mont Blanc, Tag Heuer, Lexus, Semco, Bright Horizons, Burns Philp, Scania Trucks and British Airways.

This book provides a quantum leap forward in improving organizational performance. Management practitioners across the globe will find immediate and practical applications of its methods.
 

Contents

2 Your Foundation Stones
11
3 At the Cutting Edge
25
4 Its Wise to Analyze Strategically
41
5 Where Are You Going?
69
6 The Fatal Flaw
87
7 Doing What You Do Better
115
8 Why Diversification Is Not a Strategy
135
9 Avoiding Naive Strategy
147
11 The Need for Action
189
12 Outside Looking In
203
Strategic Versus Operational Plans Is There a Difference and Does It Matter?
211
Involving a Board in Strategic Planning
219
Competitive Advantage along Value Chains
229
Glossary
241
Annotated Bibliography
247
Index
255

10 Tracking Strategy in Real Time
167

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About the author (2012)

Graham Kenny

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