The Strategy Game: An Interactive Business Game Where You Make or Break the Company

by Craig R Hickman, Craig R Hickman (Preface by)

Overview

"The Strategy Game". It's the most fun-filled way imaginable to hone your skills as a business strategist and decision maker.

"The Strategy Game". 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.

"The Strategy Game". It provides consequences for every decision you make. And each consequence will necessitate further action and more difficult choices!

"The Strategy Game". A game you can play again and again to explore the outcome of different strategic choices. There's never been a business book quite like it!

Product Details

ISBN-13:	9780070287259
Publisher:	McGraw-Hill Companies, The
Publication date:	09/19/1994
Pages:	260
Sales rank:	471,346
Product dimensions:	5.96(w) x 9.12(h) x 0.67(d)

Table of Contents

Preface
Acknowledgments
Introduction: The Adventure Begins ..... 1
Chapter 1: The Current Situation ..... 5
Chapter 2: Building an R&D Focus ..... 9
Chapter 3: Focusing on Marketing and Sales ..... 12
Chapter 4: Emphasizing Breakthrough Products ..... 15
Chapter 5: Stressing Improvement of Existing Products ..... 17
Chapter 6: Pursuing Customer Segmentation ..... 20
Chapter 7: Improving Customer Service ..... 23
Chapter 8: Acquiring FutureMed ..... 27
Chapter 9: Upgrading In-House R&D Capabilities ..... 30
Chapter 10: Making Better-Quality Products ..... 33
Chapter 11: Producing Lower-Cost Products ..... 37
Chapter 12: Sequencing Strategies ..... 40
Chapter 13: Separating Strategies ..... 43
Chapter 14: Returning to a Product-Based Strategy ..... 46
Chapter 15: Holding Firm to a Service-Based Strategy ..... 48
Chapter 16: Creating a New R&D Division ..... 52
Chapter 17: Integrating FutureMed ..... 56
Chapter 18: Implementing Total Quality Management ..... 59
Chapter 19: Adopting a Time-Based Competition Strategy ..... 64
Chapter 20: Pursuing More Decentralization ..... 68
Chapter 21: Expanding and Improving Micromarketing ..... 72
Chapter 22: Narrowing the Scope to Core Services ..... 76
Chapter 23: Expanding to a Broader Definition of Core Competence ..... 79
Chapter 24: Playing the Acquisition Game ..... 82
Chapter 25: Pioneering Innovation ..... 86
Chapter 26: Creating a Liberation-Management Paradigm ..... 90
Chapter 27: Adopting a Learning-Organization Paradigm ..... 94
Chapter 28: Seeking the Baldrige ..... 101
Chapter 29: Working Patiently toward Transformation ..... 105
Chapter 30: Undertaking a Crash Course ..... 109
Chapter 31: Changing the Structure of Work ..... 112
Chapter 32: Creating Value ..... 116
Chapter 33: Avoiding Head-On Competition ..... 120
Chapter 34: Monitoring Customer Expectations ..... 124
Chapter 35: Building Employee Commitment ..... 127
Chapter 36: Initiating Aggressive Global Expansion ..... 131
Chapter 37: Assimilating Current Acquisitions ..... 135
Chapter 38: Remaining Focused on Blood and Cell R&D ..... 138
Chapter 39: Expanding Beyond Blood and Cell R&D ..... 142
Chapter 40: Taking a Modified Deming Approach ..... 145
Chapter 41: Implementing the Pure Deming Model ..... 150
Chapter 42: Letting the Reorganization Emerge ..... 155
Chapter 43: Taking the Initiative to Reorganize ..... 159
Chapter 44: Pursuing a Differentiation Advantage ..... 162
Chapter 45: Developing a Cost Advantage ..... 166
Chapter 46: Creating New Approaches to Doing Business ..... 170
Chapter 47: Exploiting MedTech's Relative Superiority ..... 174
Chapter 48: Fine-Tuning Infrastructure and Design ..... 178
Chapter 49: Emphasizing People and Leadership ..... 182
Chapter 50: Forming Innovative Strategic Alliances ..... 186
Chapter 51: Structuring Traditional Mergers and Acquisitions ..... 189
Chapter 52: Researching Cell Transplants and Genetic Mapping ..... 192
Chapter 53: Improving Blood Analysis Technology ..... 197
Chapter 54: Increasing Individual Accountability ..... 200
Chapter 55: Improving Managerial Leadership ..... 203
Chapter 56: Nurturing the Right Attitude ..... 206
Chapter 57: Relying on Technique ..... 209
Chapter 58: Developing Further Sources of Product Differentiation ..... 212
Chapter 59: Perfecting a Single Source of Differentiation ..... 216
Chapter 60: Pursuing the Attack Stratagem ..... 219
Chapter 61: Launching a Stratagem from Superiority ..... 222
Chapter 62: Creating a Pattern of Renewal ..... 226
Chapter 63: Instituting a Measurement System ..... 229
Chapter 64: Organizing along Product-Country Groups ..... 232
Chapter 65: Organizing along Customer Lines ..... 235
Chapter 66: Redirecting R&D and Marketing Efforts ..... 238
Chapter 67: Forging Ahead with a Singular Focus ..... 241
Chapter 68: A Ranking of the Successful Outcomes ..... 245