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Deibel starts his book advising that “the startup phase is a company killer” and proposes "a path that could bypass the startup phase altogether.” [7] The book is divided into four parts, Opportunity, Evaluation, Analysis, and Execution, explaining how to go about finding a company to buy, negotiating the deal, purchasing the business ...
The book is said to be "one of the most influential business books of our era". [2] The authors identified two primary objectives for the research published in the book: “to identify underlying characteristics are common to highly visionary companies” and “to effectively communicate findings so that they can influence management”.
The business model canvas is a strategic management template used for developing new business models and documenting existing ones. [2] [3] It offers a visual chart with elements describing a firm's or product's value proposition, [4] infrastructure, customers, and finances, [1] assisting businesses to align their activities by illustrating potential trade-offs.
The book was initially published on July 11, 2006, by Hyperion. The book, Anderson's first, is an expansion of his 2004 article "The Long Tail" in the magazine. The book was listed in The New York Times Nonfiction Best Sellers list. [2] It was shortlisted for the Financial Times and Goldman Sachs Business Book of the Year Award on 18 September ...
The choice of which markets to focus on is critical for firm growth [8] [16] and has an important imprinting effect on the business. [17] [18] MON proposes a structured process to support managers, entrepreneurs, and innovators in discovering their most valuable market opportunities and set their strategic focus. It is based on three steps:
Zero to One: Notes on Startups, or How to Build the Future is a 2014 book by the American entrepreneur and investor Peter Thiel co-written with Blake Masters.It is a condensed and updated version of a highly popular set of online notes taken by Masters for the CS183 class on startups, as taught by Thiel at Stanford University in Spring 2012.
For strategic planning to work, it needs to include some formality (i.e., including an analysis of the internal and external environment and the stipulation of strategies, goals and plans based on these analyses), comprehensiveness (i.e., producing many strategic options before selecting the course to follow) and careful stakeholder management ...
Strategic management processes and activities. Strategy is defined as "the determination of the basic long-term goals of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out these goals."