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The book
The book’s philosophy is that although business strategy is complex, like other complex subjects, it can, if viewed in a particular way, be simplified into a small number of never changing laws. By analogy navigation, especially for a traveler in previously unknown terrain, is extremely complex. However the navigator’s compass makes navigation easily understandable. Just as there is a navigator’s compass, with its four cardinal points, there is now a Strategy Compass which, once again, has just four cardinal points. Managers in or students of any business, of any scale, in any sector, in any location now have at their disposal a Strategy Compass which when followed will inexorably lead them to strategic success, i.e. higher and more enduring profits.
The book is divided into 2 parts:
- Part I: All change and no change
This part
shows that in today’s Internet era although the pace of
change has never been greater and more profound there still
prevails a small number of strategic rules that never
change. These rules are the four cardinal points of the
Strategy Compass.
- Part II: Timeless and generic strategic direction
This part examines how the Internet is transforming all businesses today and shows how, once again, the Strategy Compass can provide winning strategies.
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Who should read this book?
The main audiences are:
- MBA students
MBAs will often be
given the following: case studies to analyze, coursework to
write, projects to present and dissertations to write. This
book and its associated web site should really help you do
these tasks.
- Other business students
Any
post-graduate or undergraduate student should appreciate
this book.
- Lecturers in business
The book, when used
with case studies, will provide a 12 week course on business
strategy.
- Senior managers
If you need to conduct
a strategic review or develop a strategic plan this book
should really help.
- Business consultants
Consultants who are
required to conduct a strategic review and develop a
strategic plan should find the book invaluable.
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