Titlebook: Strategy; A step-by-step appro Mark Daniell Book 2004 Mark Daniell 2004 business.business strategy.organization.strategy

古生物學(xué)

書目名稱Strategy影響因子(影響力)




書目名稱Strategy影響因子(影響力)學(xué)科排名




書目名稱Strategy網(wǎng)絡(luò)公開(kāi)度




書目名稱Strategy網(wǎng)絡(luò)公開(kāi)度學(xué)科排名




書目名稱Strategy被引頻次




書目名稱Strategy被引頻次學(xué)科排名




書目名稱Strategy年度引用




書目名稱Strategy年度引用學(xué)科排名




書目名稱Strategy讀者反饋




書目名稱Strategy讀者反饋學(xué)科排名

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Content Phase III: Implementationps the devil was in the detail, and the risks of real world execution overlooked or underestimated. In some cases, disenfranchised employees set a low priority on strategic goals. Without a sense of importance and urgency, change can move quietly off the agenda, and an unsatisfactory status quo will prevail.

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彎腰

Setting Priorities, Rethinking Riskows of events and change that make up the new paradigm in which all businesses now operate, it is absolutely essential to identify those select actions and investments that can truly differentiate your business from competitors, and focus on those priorities with great energy. This will require a vi

Genteel

Mastering the Growth Challengempanies are monitored and scrutinized in minute detail by equity analysts and investors alike to ascertain growth data and attach the appropriate growth (or ex-growth) multiple to current and forecast earnings. Small deviations from expected growth targets, even if substantially above past performan

MELON

Integrating Strategy and Responsibilitysses. A rising trend of scrutiny of non-financial performance will provide both risk and opportunity and will need to be firmly embedded in your STRATEGY approach. A broader notion of what a corporation is and a thoughtful program to pursue its broader objectives could respond to the need to address

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