| Title : | The strategy game : An interactive business game where you make or break the company | | Material Type: | printed text | | Authors: | Craig R. Hickman, Author | | Publisher: | New York : McGraw-Hill | | Publication Date: | 1993 | | Pagination: | x, 246 p. | | Layout: | ill (b&w) | | Size: | 23 cm | | ISBN (or other code): | 978-0-07-028725-9 | | General note: | "The Strategy Game". It's the most fun-filled way imaginable to hone your skills as a business strategist and decision maker. It puts YOU at the helm of troubled MedTech, and challenges you, chapter by chapter, to hammer out tough choices that lead either to great success or abject failure. It provides consequences for every decision you make. And each consequence will necessitate further action and more difficult choices! | | Class number: | 658.4012 | | Abstract: | This work on business strategy centres around the task given to the reader to revitalize MedTech, a troubled $150 million company, within five years. The reader is challenged, chapter by chapter, to hammer out the tough sequence of choices that a chief executive must make. The fictional result is the life or death of MedTech; the real-world result is an interactive business adventure that turns managers and employees at all levels into better strategists and decision-makers. The fun of the game lies in its "what if" approach, with each option branching into a myriad of instructive paths. For example, at the end of Chapter One, readers must make their first critical decision: should MedTech focus on developing new products or should it spend more to market and sell existing products? The company's key managers are bitterly divided in their opinions, but like real CEOs, the reader must decide - and face new consequences that demand further analysis and action. In the end, there are 33 different endings ranging from triumph to disaster. | | Contents note: | Introduction: The Adventure Begins
1. The Current Situation; 2. Building an R&D Focus; 3. Focusing on Marketing and Sales; 4. Emphasizing Breakthrough Products; 5. Stressing Improvement of Existing Products; 6. Pursuing Customer Segmentation; 7. Improving Customer Service; 8. Acquiring FutureMed; 9. Upgrading In-House R&D Capabilities; 10. Making Better-Quality Products; 11. Producing Lower-Cost Products; 12. Sequencing Strategies; 13. Separating Strategies; 14. Returning to a Product-Based Strategy; 15. Holding Firm to a Service-Based Strategy; 16. Creating a New R&D Division; 17. Integrating FutureMed; 18. Implementing Total Quality Management; 19. Adopting a Time-Based Competition Strategy; 20. Pursuing More Decentralization; 21. Expanding and Improving Micromarketing; 22. Narrowing the Scope to Core Services; 23. Expanding to a Broader Definition of Core Competence; 24. Playing the Acquisition Game; 25. Pioneering Innovation; 26. Creating a Liberation-Management Paradigm; 27. Adopting a Learning-Organization Paradigm; 28. Seeking the Baldrige; 29. Working Patiently toward Transformation; 30. Undertaking a Crash Course; 31. Changing the Structure of Work; 32. Creating Value; 33. Avoiding Head-On Competition; 34. Monitoring Customer Expectations; 35. Building Employee Commitment; 36. Initiating Aggressive Global Expansion; 37. Assimilating Current Acquisitions; 38. Remaining Focused on Blood and Cell R&D; 39. Expanding Beyond Blood and Cell R&D; 40. Taking a Modified Deming Approach; 41. Implementing the Pure Deming Model; 42. Letting the Reorganization Emerge; 43. Taking the Initiative to Reorganize; 44. Pursuing a Differentiation Advantage; 45. Developing a Cost Advantage; 46. Creating New Approaches to Doing Business; 47. Exploiting MedTech's Relative Superiority; 48. Fine-Tuning Infrastructure and Design; 49. Emphasizing People and Leadership; 50. Forming Innovative Strategic Alliances; 51. Structuring Traditional Mergers and Acquisitions; 52. Researching Cell Transplants and Genetic Mapping; 53. Improving Blood Analysis Technology; 54. Increasing Individual Accountability; 55. Improving Managerial Leadership; 56. Nurturing the Right Attitude; 57. Relying on Technique; 58. Developing Further Sources of Product Differentiation; 59. Perfecting a Single Source of Differentiation; 60. Pursuing the Attack Stratagem; 61. Launching a Stratagem from Superiority; 62. Creating a Pattern of Renewal; 63. Instituting a Measurement System; 64. Organizing along Product-Country Groups; 65. Organizing along Customer Lines; 66. Redirecting R&D and Marketing Efforts; 67. Forging Ahead with a Singular Focus; 68. A Ranking of the Successful Outcomes |
The strategy game : An interactive business game where you make or break the company [printed text] / Craig R. Hickman, Author . - New York : McGraw-Hill, 1993 . - x, 246 p. : ill (b&w) ; 23 cm. ISBN : 978-0-07-028725-9 "The Strategy Game". It's the most fun-filled way imaginable to hone your skills as a business strategist and decision maker. It puts YOU at the helm of troubled MedTech, and challenges you, chapter by chapter, to hammer out tough choices that lead either to great success or abject failure. It provides consequences for every decision you make. And each consequence will necessitate further action and more difficult choices! | Class number: | 658.4012 | | Abstract: | This work on business strategy centres around the task given to the reader to revitalize MedTech, a troubled $150 million company, within five years. The reader is challenged, chapter by chapter, to hammer out the tough sequence of choices that a chief executive must make. The fictional result is the life or death of MedTech; the real-world result is an interactive business adventure that turns managers and employees at all levels into better strategists and decision-makers. The fun of the game lies in its "what if" approach, with each option branching into a myriad of instructive paths. For example, at the end of Chapter One, readers must make their first critical decision: should MedTech focus on developing new products or should it spend more to market and sell existing products? The company's key managers are bitterly divided in their opinions, but like real CEOs, the reader must decide - and face new consequences that demand further analysis and action. In the end, there are 33 different endings ranging from triumph to disaster. | | Contents note: | Introduction: The Adventure Begins
1. The Current Situation; 2. Building an R&D Focus; 3. Focusing on Marketing and Sales; 4. Emphasizing Breakthrough Products; 5. Stressing Improvement of Existing Products; 6. Pursuing Customer Segmentation; 7. Improving Customer Service; 8. Acquiring FutureMed; 9. Upgrading In-House R&D Capabilities; 10. Making Better-Quality Products; 11. Producing Lower-Cost Products; 12. Sequencing Strategies; 13. Separating Strategies; 14. Returning to a Product-Based Strategy; 15. Holding Firm to a Service-Based Strategy; 16. Creating a New R&D Division; 17. Integrating FutureMed; 18. Implementing Total Quality Management; 19. Adopting a Time-Based Competition Strategy; 20. Pursuing More Decentralization; 21. Expanding and Improving Micromarketing; 22. Narrowing the Scope to Core Services; 23. Expanding to a Broader Definition of Core Competence; 24. Playing the Acquisition Game; 25. Pioneering Innovation; 26. Creating a Liberation-Management Paradigm; 27. Adopting a Learning-Organization Paradigm; 28. Seeking the Baldrige; 29. Working Patiently toward Transformation; 30. Undertaking a Crash Course; 31. Changing the Structure of Work; 32. Creating Value; 33. Avoiding Head-On Competition; 34. Monitoring Customer Expectations; 35. Building Employee Commitment; 36. Initiating Aggressive Global Expansion; 37. Assimilating Current Acquisitions; 38. Remaining Focused on Blood and Cell R&D; 39. Expanding Beyond Blood and Cell R&D; 40. Taking a Modified Deming Approach; 41. Implementing the Pure Deming Model; 42. Letting the Reorganization Emerge; 43. Taking the Initiative to Reorganize; 44. Pursuing a Differentiation Advantage; 45. Developing a Cost Advantage; 46. Creating New Approaches to Doing Business; 47. Exploiting MedTech's Relative Superiority; 48. Fine-Tuning Infrastructure and Design; 49. Emphasizing People and Leadership; 50. Forming Innovative Strategic Alliances; 51. Structuring Traditional Mergers and Acquisitions; 52. Researching Cell Transplants and Genetic Mapping; 53. Improving Blood Analysis Technology; 54. Increasing Individual Accountability; 55. Improving Managerial Leadership; 56. Nurturing the Right Attitude; 57. Relying on Technique; 58. Developing Further Sources of Product Differentiation; 59. Perfecting a Single Source of Differentiation; 60. Pursuing the Attack Stratagem; 61. Launching a Stratagem from Superiority; 62. Creating a Pattern of Renewal; 63. Instituting a Measurement System; 64. Organizing along Product-Country Groups; 65. Organizing along Customer Lines; 66. Redirecting R&D and Marketing Efforts; 67. Forging Ahead with a Singular Focus; 68. A Ranking of the Successful Outcomes |
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