Key Management Models, Travel Edition

<p>About the authors&nbsp;&nbsp; </p> <p>Publisher's acknowledgements </p> <p>Preface </p> <p>Using this book &nbsp;&nbsp; </p> <p>&nbsp;</p> <p>Part 1: Corporate and business strategy</p> <p>1 &nbsp; Ansoff’s matrix and product market grid </p> <p>2 &nbsp; BCG-matrix </p> <p>3 &nbsp; Strategic dialogue</p> <p>4 &nbsp; BHAG </p> <p>5 &nbsp; Blue ocean strategy </p> <p>6 &nbsp; Business model canvas </p> <p>7 &nbsp; Business scope (Abell)</p> <p>8 &nbsp; Competitive analysis: Porter's five forces model </p> <p>9 &nbsp; Core competencies </p> <p>10 Internationalisation strategy framework </p> <p>11 Road-mapping</p> <p>12 Scenario planning</p> <p>13 Strategy maps </p> <p>14 SWOT analysis</p> <p>15 Value-disciplines </p> <p>&nbsp;</p> <p>Part 2: Organisation&nbsp;and governance</p> <p>16 7-S Framework </p> <p>17 Balanced scorecard </p> <p>18 Benchmarking</p> <p>19&nbsp;Organisational growth model (Greiner)</p> <p></p> <p></p>20 Offshoring/outsourcing <p></p> <p>21 Organisational configurations (Mintzberg) </p> <p>22 Overhead value analysis</p> <p>23 Risk management</p> <p>24 The value chain </p> <p>&nbsp;</p> <p>Part 3: Finance</p> <p>25 Activity-based costing</p> <p>26 Capital asset pricing model (CAPM)</p> <p>27 Discounted cash flow (DCF) and net present value (NPV) </p> <p>28 DuPont scheme</p> <p>29 Economic value added (EVA) and weighted average cost of capital (WACC) </p> <p>30 Financial ratio analysis: liquidity, solvency and profitability ratios</p> <p>31 Investment stages </p> <p>32 Real options theory</p> <p>33 Risk-reward analysis</p> <p>34 Value-based management</p> <p>&nbsp;</p> <p>Part 4: Marketing&nbsp;and sales</p> <p>35 4Ps of marketing (Kotler) </p> <p>36 Branding pentagram</p> <p>37 Client pyramid (Curry) </p> <p>38 Crowdsourcing</p> <p>39 Customer journey mapping</p> <p>40 MABA analysis</p> <p>41 Social network analysis</p> <p>42 Stakeholder management </p> <p>&nbsp;</p> <p>Part 5: Operations, supply chain management and procurement</p> <p>43 Business process redesign </p> <p>44 House of purchasing and supply </p> <p>45 Kaizen/Gemba</p> <p>46 Lean thinking/just-in-time </p> <p>47 Purchasing model (Kraljic) </p> <p>48 Root cause analysis/Pareto analysis</p> <p>49 Six sigma</p> <p>50 The EFQM model</p> <p>51 Value stream mapping</p> <p>&nbsp;</p> <p>Part 6: Innovation, technology management and e-business</p> <p>52 Diffusion model</p> <p>53 Disruptive innovation </p> <p>54 Hype cycle </p> <p>55 Innovation circle</p> <p>56 Information Technology Infrastructure Library (ITIL^®) </p> <p>57 Stage-Gate model</p> <p>58 Strategic IT-alignment model </p> <p>59 The Open Group Architecture Framework (TOGAF^®)</p> <p>&nbsp;</p> <p>Part 7: Human Resources (HR) and change management</p> <p>60 Change quadrants &nbsp; </p> <p>61 Compensation model </p> <p>62 Eight phases of change (Kotter)</p> <p>63 HR business roles </p> <p>64 Motivational insights </p> <p>65 Six thinking hats (De Bono) </p> <p>66 Socially engineered change&nbsp; </p> <p>67 Team roles (Belbin)&nbsp; </p> <p>68 The Deming cycle: plan–do–check–act</p> <p>&nbsp;</p> <p>Part 8: Leadership and (inter)cultural management</p> <p>69 Bottom of the pyramid </p> <p>70 CAGE distance framework </p> <p>71 Competing values </p> <p>72 Core quadrants </p> <p>73 Cultural dimensions (Hofstede) </p> <p>74 Culture dimensions (Trompenaars) </p> <p>75 Focus-energy matrix</p> <p>76 Seven habits of highly effective people (Covey) </p> <p>77 Situational leadership</p> <p>&nbsp;</p> <p>Appendix: Model matrix and categorization</p> <p>Index</p>