Dynamic business strategy : the art of planning for success / Theodore A. Smith

By: Smith, Theodore A [author]Material type: TextTextPublication details: New York : McGraw-Hill, c1977Description: xii, 285 pages : illustrations ; 21 cmISBN: 0070590907Subject(s): BUSINESS PLANNINGLOC classification: HD 30.28 .S65 1977
Contents:
1. A Missing Dimension -- 2. Basic Strategic Information Profiles -- 3. Perspective Strategy: The Strategic Nature of Business -- 4. Optimizing Strategy: Getting the Most from Resources -- 5. Improving Strategy in an Existing Business -- 6. Strategy in a Diversified Company -- 7. New Venture Strategy -- 8. Prospective Strategy.
Summary: Most businesses, at least most larger businesses, plan today. But in far too many businesses, plans remain good intentions and never become action. In far too many businesses the plan is considered to be something that will do itself and produce results by itself. In far too many businesses, the plan is handed over to managers, who are then expected to figure out intuitively how to attain the nice results the plan promises.
Item type: Books
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Item type Current library Home library Collection Shelving location Call number Copy number Status Date due Barcode
Books Books LRC - Annex
National University - Manila
Gen. Ed. - CBA Relegation Room GC HD 30.28 .S65 1977 (Browse shelf (Opens below)) c.1 Available NULIB000005601

Includes index.

1. A Missing Dimension -- 2. Basic Strategic Information Profiles -- 3. Perspective Strategy: The Strategic Nature of Business -- 4. Optimizing Strategy: Getting the Most from Resources -- 5. Improving Strategy in an Existing Business -- 6. Strategy in a Diversified Company -- 7. New Venture Strategy -- 8. Prospective Strategy.

Most businesses, at least most larger businesses, plan today. But in far too many businesses, plans remain good intentions and never become action. In far too many businesses the plan is considered to be something that will do itself and produce results by itself. In far too many businesses, the plan is handed over to managers, who are then expected to figure out intuitively how to attain the nice results the plan promises.

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