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Home arrow Computer Science arrow How to Outthink, Outmaneuver, and Outperform Your Competitors: Lessons from the Masters of Strategy

How to Outthink, Outmaneuver, and Outperform Your Competitors: Lessons from the Masters of Strategy

Apply Strength against Weakness: Maneuver by Indirect StrategyMANEUVER BY INDIRECT STRATEGYDEVELOPING AN INDIRECT STRATEGYDefine Your Strategic GoalsDetermine the Resources Needed to Achieve Your GoalGather Competitive IntelligenceEstablish SecurityImplement the StrategyDevelop a Post StrategySUMMARIZINGImprove Chances for Securing a Competitive Lead: Act with SpeedOBSTACLES TO SPEEDLack of Reliable Market IntelligenceMediocre Leadership Stifles Timely and Significant ProgressA Manager's Low Self-Esteem and Indecisiveness as Deep-Rooted Personality TraitsLack of Courage to Go on the Offensive, Triggered by the Manager's Innate Fear of FailureManagers' Lack of Confidence in Their Employees' Discipline, Capabilities, and SkillsNo Trust by Employees in Their Managers' Abilities to Make Correct DecisionsInadequate Support from Senior ManagementDisagreement and Open Confrontations among Line Managers about Objectives, Priorities, and StrategiesA Highly Conservative and Plodding Corporate Culture Places a Drag on SpeedLack of Urgency in Developing New Products to Deal with Short Product Life cyclesOrganizational Layers, Long Chains of Command, and Cumbersome Committees Prolong Deliberation and Foster ProcrastinationAggressive Competitors Can Cause Fear among Employees, Damage Morale, and Result in Lost MomentumComplacency or Arrogance as a Prevailing Cultural Mind-setSPEED IN A TWENTY-FIRST-CENTURY GLOBAL SETTINGSUMMARIZINGSecure a Competitive Advantage: Concentrate at a Decisive PointDEFINING A DECISIVE POINT OR SEGMENTIDENTIFY A DECISIVE POINT IN A MARKET SEGMENTCLASSIC TECHNIQUES FOR SELECTING A MARKET SEGMENTDemographic SegmentationGeographic SegmentationPsychographic SegmentationProduct AttributesADVANCED TECHNIQUES FOR SELECTING A SEGMENT'S DECISIVE POINTNatural MarketsLeading-Edge MarketsKey MarketsLinked MarketsCentral MarketsChallenging MarketsDifficult MarketsEncircled MarketsCreate a Lifeline to Business Strategy: Employ Competitor IntelligenceEMPLOYING AGENTSNative AgentsInside AgentsDouble AgentsExpendable AgentsLiving AgentsMARKET SIGNALSTOOLS AND TECHNIQUES OF COMPETITIVE INTELLIGENCESales ForceCustomer SurveysPublished DataGovernment AgenciesIndustry StudiesOn-Site ObservationsCompetitor BenchmarkingMaintain High Performance: Align Competitive Strategy with Your Company's CultureQUALITIES OF HIGH-PERFORMING BUSINESS CULTURESSymbols and RitualsREVITALIZE YOUR COMPANY'S CULTURESUMMARYThe Force Multiplier behind Your Business Strategy: LeadershipSTRATEGIC DIRECTION AND POLICIESSELF-CONFIDENCE AND LEADERSHIPMASTERING LEADERSHIP SKILLSBARRIERS TO EFFECTIVE LEADERSHIPEmployees Remain Deficient in SkillsEmployees' Negative Perception of ManagersLimited Support from ManagementConflicts Concerning Objectives, Priorities, and StrategiesA Ponderous Corporate CultureLimited New Product DevelopmentUnwieldy Committees That Initiate DelaysPressure from Aggressive CompetitorsLEADERSHIP IN THE COMPETITIVE WORLDUSING LEADERSHIP AS A FORCE MULTIPLIERInterpersonal SkillsConceptual SkillsTechnical SkillsTactical SkillsEngage Heart, Mind, and Spirit: Create a Morale AdvantageMOTIVATIONAL BEHAVIORHerzberg's Motivation-Hygiene TheoryMcGregor's XY TheoryMaslow's Hierarchy of NeedsOuchi's Theory ZMORALE LINKS TO THE HUMAN HEARTMORALE LINKS WITH TRUSTMORALE LEADS TO UNITYMORALE INTERFACES WITH INNOVATIONTHE RELATIONSHIP BETWEEN MORALE AND TECHNOLOGYMORALE GENERATES MOMENTUMOBSTACLES TO FOSTERING MORALEDeficiency in Planning SkillsLack of a Strategic OutlookAbsence of CreativityInadequate Self-DevelopmentMinimal Self-ConfidenceInferior Communication SkillsProcrastinationVolatile ConductDiscouragementCREATING A MORALE ADVANTAGETurn Uncertain Market Situations into Fresh Opportunities: Move to the Offensive ESTIMATES AND CALCULATIONSUSE A DIAGNOSTIC TOOLUSE RESERVES TO SEIZE OPPORTUNITIESASSESS LEVELS OF CREATIVITY AND INNOVATIONFRICTION WITHIN THE COMPANY AND FROM THE MARKETPLACEThink like Strategists: Lessons from the Masters of StrategyTHE HUMAN FACTORExpand Your Employees' AwarenessRecognize That Employees Harbor Ingrained HabitsLearn to WaitLearn to Restrain IrritationLook for the Good in Yourself and Your EmployeesMANAGING KNOWLEDGETURN ON INTUITIONCONCLUSION
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