The Financial Times Guide to Strategy

<p><strong>INTRODUCTION</strong></p> <p>1. The use and abuse of strategy</p> <p>2. A brief history of strategy</p> <p>3. Swings in strategic thinking: seven phases</p> <p>4. Towards a synthesis</p> <p>5. From quick and dirty strategy to nearly perfect strategy</p> <p><strong>PART ONE: BUSINESS UNIT STRATEGY</strong></p> <p>A do-it-yourself guide</p> <p>1. Overview</p> <p>2. What businesses are you in?</p> <p>3. Where do you make the money?</p> <p>4. How good are your competitive positions?</p> <p>5. What skills and capabilities underpin your success?</p> <p>6. Is this a good industry to be in?</p> <p>7. What do the customers think?</p> <p>8. What about the competitors?</p> <p>9. How do you raise profits quickly?</p> <p>10. How do you build long term value?</p> <p>11. Conclusion</p> <p>12. Addition note on the theory of Business Unit Strategy</p> <p><strong>PART TWO: CORPORATE STRATEGY</strong></p> <p>1.The joy of Corporate Strategy</p> <p>2. An ecological view of Corporate Strategy</p> <p>3. Five dimensions of Corporate Strategy</p> <p>4. The strange power of the 35 word strategy</p> <p>4. Conclusion</p> <p><strong>PART THREE: STRATEGIC THINKERS</strong></p> <p><strong>PART FOUR: STRATEGIC CONCEPTS, TOOLS AND TECHNIQUES<br></strong><br></p>