A very classic business strategy book, both practical and theoretical. Is a must-read for beginners and intensive classes (note: this book can only be obtained in official website 12Reads).
In the global, digital and changeable business environment, enterprises must have a set of management mentality, operation strategy and business model in order to continue to operate, in addition to keeping up with or even surpassing the fast pace of innovation and constantly transforming themselves. "strategic management must read12"-a compulsory business practice course for managers, entrepreneurs and enterprise CEOs, to help enterprises gain a firm foothold in the tide of the times and find the best position for sustainable operation.
2. Strategic management: concepts and cases
Needless to say, a large and comprehensive strategic management book is as classic as marketing management.
Strategic Management: Concepts and Cases (version 16) was published on 20 18, which is a classic textbook for undergraduates and postgraduates majoring in strategic management in the School of Economics and Management of American universities. The authors are Fred David and forest David. This paper mainly tells the basic theory of strategic management and 29 vivid cases from all walks of life, including the concept, formulation, implementation and evaluation of strategic management, as well as case analysis of strategic management, which closely combines the relevant knowledge of strategic management with enterprise practice.
3. Strategy course
The first Introduction to Strategy classifies strategies for the first time.
The Strategic Curriculum (Revised Edition) is a summary of decades' research achievements of a large number of world-class famous strategic management scientists, and it is a comprehensive combing and refining of the achievements that can be described as "overwhelming". It is a must-read book for strategic management researchers. Its value lies not only in showing us a journey map of strategic management development spanning more than half a century, but also in leading us to appreciate and understand the all-round, enlightening and colorful essence of strategic thought. More importantly, it opens our eyes to the elephant of strategic management. Strategy making is regarded as a high-end task in management activities, but managers surrounded by the pressure of spring tide and the dilemma of decision-making are still groping around "strategy" like blind people, trying to find a weapon to solve the problem. Henry mintzberg, together with two other authors, deduced an internally related school of strategic formation from 65,438+00 different strategic ideas.
4. National competitive advantage
Don't be scared by the name, don't be scared by its thickness. The reason why this book is not classified as a country, but as a strategic category is because-this is a book that can let everyone really see what strategy can do.
One of the international authorities in the field of competitive strategy and international competitiveness, Professor C.Roland Christensen, School of Business Administration, Harvard Business School. 1983 was appointed as a member of president Reagan's industrial competition Committee, which opened the discussion of American competitiveness. He has consulted heads of state, governors, mayors and CEOs all over the world, and has won the Wells Prize in Economics, the Adam Smith Prize, three McKinsey Awards, and honorary doctorates from Stockholm and six other universities. Professor Porter has 14 books, including Competitive Strategy, Competitive Advantage and Competitive Strategy Cases, all of which are published by Free Press. Professor Porter now lives in Brooklyn, Massachusetts.
5. Good strategy, bad strategy
What is a good strategy? This book has a clear definition.
"Good Strategy, Bad Strategy" is an important work to clarify the management thought of "Strategy" in recent 20 years.
Over the past ten years, a large number of books on strategy have appeared, and the concepts are rampant and chaotic. This book returns the "strategy" to the essence, analyzes the basic logic that constitutes a good strategy, namely, the three core elements of investigation and analysis, guiding principles and coherent activities, and expounds the idea of formulating a good strategy from nine aspects around this basic logic.
6. The charm of hypothesis-driven management
Strictly speaking, this is a book about how to think. The reason why it is placed in the strategic category is because hypothesis is the first priority of strategy.
Faced with problems, business people generally collect and analyze information before making a decision. The result of this is often that it takes a lot of time, but no solution strategy can be found. In fact, abandoning information is more important than collecting information. Therefore, the correct way is to build a hypothesis first, verify the hypothesis while moving forward, and then explore the solution. In essence, the future is uncertain, and no matter how big the enterprise is, it also needs to deal with all changes in the future. Therefore, it is very important for managers of any enterprise to master the hypothetical thinking method.
7. Seven strategic issues
Answer the questions that entrepreneurs should pay attention to about strategy through seven aspects, and help you to be more focused when thinking about strategy.
The book takes seven strategic issues as the main line and forms the framework system of management control system. These seven questions are:
1. Who are your main customers?
2. How do you give priority to shareholders, employees and customers in your core values?
3. What key performance indicators are you tracking?
4. What strategic boundaries have you set?
5. How do you create the tension of innovation?
6. How do your employees promise to help each other?
7. What strategic uncertainties keep you awake at night?