Title Details

ELI SEGEV received his D.B.A from Harvard Business School where he specialized in environmental analysis and corporate planning. He is the incumbent of the Haimovich Chair for Business Policy, Faculty of Management, Tel Aviv University, and has taught at the University of Texas, Dallas; New York University; China Europe International Business School, Shanghai, P.R.C; the University of California at Los Angeles; the University of British Columbia, Vancouver; and the Claremont Graduate School, California. His consulting, teaching and research have been in the fields of business policy and of top management information systems. He has written eight books and over forty journal articles.

Introduction
The importance of business strategy
The underlying concepts of this book
The contributions of this book
The Underlying Conceptual Foundation
Systematic identification of the strategic unit profile
A framework for strategic variables
The levels of a business unit strategy
The concept of the integrative approach
Nine plus one approaches
Choosing an approach for comparison
Appendix 2.1: A framework for a grounded theory of corporate policy
Indicators, Distance Measures and Deliberate vs Emergent Strategies
Approach 1: Deliberate vs. Emergent Strategies
The strategies
Uses and misuses of the Deliberate vs. Emergent approach
The 13 variables used in this approach and their indicators
Environmental variables
Strategy-making process variables
Organizational structure variables
Performance variables
Distance measures
Strategy Variance Analysis and the Seven Survival Strategies
Approach 2: Seven Survival Strategies
Uses and misuses of the Seven Survival Strategies approach
Additional variables
Strategy content variables
Performance variables
Organizational characteristics variable
Strategy variance analysis
An Approach Map and the Ten Archetypes Strategies
The Approach Map
Approach 3: Ten Archetypes Strategies
Uses and misuses of the Ten Archetypes Strategies Approach
Additional variables
Strategy content variables
Organizational chracteristics variable
Weights for Variables and Strategy-making Modes
Weights
Approach 4: Strategy-making Modes
Uses and misuses of the Strategy-making Modes approach
An additional variable
Competitor Analysis and the Competing Generic Approach
Approach 5: Competing generic
Uses and misuses of the Competing Generic approach
Additional variables
An industry map
Strategic Turnaround and Empiric Strategy Types
Approaches 6 and 7: Empiric Strategy Types
Approach 6: Empiric Strategies -
Consumer
Approach 7: Empiric Strategies -
Industrial
Uses and misuses of the Empiric Strategy Types approach
Strategic Team and Adaptation Approach
Strategic team
Approach 8: Adaptation
Uses and misuses of the Adaptation approach
Future Strategic Position and the product-market Strategies Approach
Approach 9: Product-market Strategies
Six product-market routes
Uses and misuses of the Product-market Strategies approach
Other Approaches
Approach 10: your approach
Creating your approach
Maximum number of strategies
Conclusions
Summary of our approach
What you can do with this approach
What you have learned
What you can't learn
What you can add for a better approach
Conclusion: applying the approaches to your business unit
Appendix 12.1: Strategic archetypes at the business level: a synthesis of eight typologies