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Brent Grover's latest book on the wholesale distribution industry, The Little Black Book of Strategic Planning for Distributors, is published by Modern Distribution Management. This is a concise book covering the critical pieces of creating a strategic plan for a wholesale distribution company including case studies, exhibits and end-of-chapter questions for your management team. These days, companies are almost always focused on the Now. And the recent recession exacerbated that tendency. Industry expert Brent Grover's latest book will help you shift that mindset. The insights in The Little Black Book of Strategic Planning for Distributors will help you and your facilitator organize a strategic planning project, gather the needed information and build a one-page plan. Execution is the final step, and it is where many distributors fail. You will need a system to monitor results and take corrective action. This book includes what you will need to put your plan into action - a plan specifically tuned for a wholesale distribution company, though the concepts outlined can be applied at any company.
Provides a series of two-page overviews of 100 common management tools such as balanced scorecard, benchmarking, SWOT analysis, Just in Time, Six Sigma, time management, presentations and team-building. Includes tips on when and how to use each tool, as well as examples and exercises.
Good Strategy/Bad Strategy clarifies the muddled thinking underlying too many strategies and provides a clear way to create and implement a powerful action-oriented strategy for the real world. Developing and implementing a strategy is the central task of a leader. A good strategy is a specific and coherent response to—and approach for—overcoming the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect. Yet, Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with “strategy.” In Good Strategy/Bad Strategy, he debunks these elements of “bad strategy” and awakens an understanding of the power of a “good strategy.” He introduces nine sources of power—ranging from using leverage to effectively focusing on growth—that are eye-opening yet pragmatic tools that can easily be put to work on Monday morning, and uses fascinating examples from business, nonprofit, and military affairs to bring its original and pragmatic ideas to life. The detailed examples range from Apple to General Motors, from the two Iraq wars to Afghanistan, from a small local market to Wal-Mart, from Nvidia to Silicon Graphics, from the Getty Trust to the Los Angeles Unified School District, from Cisco Systems to Paccar, and from Global Crossing to the 2007–08 financial crisis. Reflecting an astonishing grasp and integration of economics, finance, technology, history, and the brilliance and foibles of the human character, Good Strategy/Bad Strategy stems from Rumelt’s decades of digging beyond the superficial to address hard questions with honesty and integrity.
In this pathbreaking book, Michael E. Porter unravels the rules that govern competition and turns them into powerful analytical tools to help management interpret market signals and forecast the direction of industry development.