Current Focal Areas in Strategy Practice: Four Significant Management Concepts of the Past 20 Years

Philip Kotler (), Roland Berger () and Nils Bickhoff ()
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Philip Kotler: Northwestern University
Roland Berger: Roland Berger Strategy Consultants GmbH
Nils Bickhoff: Quintessential Strategies

Chapter 3 in The Quintessence of Strategic Management, 2010, pp 65-123 from Springer

Abstract: Abstract Besides the fundamental theory of strategy and the frames of reference elucidated above, there are certain focal areas in strategy practice, which, while not constituting tools in themselves, have nevertheless had a substantial influence in recent years on the orientation of the tools presented here. Thus, they do not represent additional perspectives over and above those; rather, the existing perspectives are integrated into these focal areas in many cases, and it is this combination of frames of reference and management concepts that ultimately explains the strategic paths companies have taken. The following example illustrates the point: companies’ value-based strategies are always founded upon business plans, and the sales figures in these business plans can be forecast most precisely with the help of SWOT analysis, Porter’s approach, etc. So if we go down the path of descriptive analysis upon which the focus lies, knowledge of practical considerations combined with the frames of reference is important in understanding the strategic route upon which a company has embarked. This will help us separate the good (in other words successful) strategies from the bad and learn from the former.

Keywords: Game Theory; Business Process; Swot Analysis; Enterprise Size; Project Execution (search for similar items in EconPapers)
Date: 2010
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-642-14544-5_3

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DOI: 10.1007/978-3-642-14544-5_3

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