Richard Pettinger is a lecturer in Business Management at University College London where he teaches undergraduate, postgraduate, MBA and international courses. Richard is the adapting author of Managing For Dummies and Weekend MBA For Dummies.

• Introduction 1Part I: Laying the Foundations of Competitive Strategy 7Chapter 1: Gearing Up to Get Competitive 9Chapter 2: Laying the Foundations of Strategy 23Part II: Being Competitive 41Chapter 3: Feeling the Effects of the Forces of Competition 43Chapter 4: Scanning and Analysing Your Competitive Environment 61Chapter 5: Looking to Leadership 85Part III: Putting Strategic Management into Action 101Chapter 6: Assessing Your Competition 103Chapter 7: Appraising Investments 125Chapter 8: Finessing Your Finances 147Chapter 9: Matching Products and Services with Your Customers and Clients 167Chapter 10: Putting Your Competition in Context 189Part IV: Enhancing Your Competitive Strategy 203Chapter 11: Pulling Together a Comprehensive Strategic Plan 205Chapter 12: Defining and Establishing Organisation Structure and Culture 219Chapter 13: Doing The Right Things: Ethics 237Chapter 14: Wrangling with Risk 253Part V: Looking Towards Your Future 275Chapter 15: Venturing Into Mergers, Acquisitions and Takeovers 277Chapter 16: Getting the Big Picture: Globalisation 293Chapter 17: Pointing Your Company Towards the Future 311Part VI: The Part of Tens 325Chapter 18: Ten (Or So) Great Books on Competitive Strategy in Action 327Chapter 19: Ten (Or So) Questions to Ask About Any Corporate Investment 333Chapter 20: Ten Tips on Mergers and Acquisitions 339Chapter 21: Ten (Or So) Top Ways to Manage Risk 347Index 355

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Richard Pettinger is a lecturer in Business Management at University College London where he teaches undergraduate, postgraduate, MBA and international courses. Richard is the adapting author of Managing For Dummies and Weekend MBA For Dummies.

• Introduction 1Part I: Laying the Foundations of Competitive Strategy 7Chapter 1: Gearing Up to Get Competitive 9Chapter 2: Laying the Foundations of Strategy 23Part II: Being Competitive 41Chapter 3: Feeling the Effects of the Forces of Competition 43Chapter 4: Scanning and Analysing Your Competitive Environment 61Chapter 5: Looking to Leadership 85Part III: Putting Strategic Management into Action 101Chapter 6: Assessing Your Competition 103Chapter 7: Appraising Investments 125Chapter 8: Finessing Your Finances 147Chapter 9: Matching Products and Services with Your Customers and Clients 167Chapter 10: Putting Your Competition in Context 189Part IV: Enhancing Your Competitive Strategy 203Chapter 11: Pulling Together a Comprehensive Strategic Plan 205Chapter 12: Defining and Establishing Organisation Structure and Culture 219Chapter 13: Doing The Right Things: Ethics 237Chapter 14: Wrangling with Risk 253Part V: Looking Towards Your Future 275Chapter 15: Venturing Into Mergers, Acquisitions and Takeovers 277Chapter 16: Getting the Big Picture: Globalisation 293Chapter 17: Pointing Your Company Towards the Future 311Part VI: The Part of Tens 325Chapter 18: Ten (Or So) Great Books on Competitive Strategy in Action 327Chapter 19: Ten (Or So) Questions to Ask About Any Corporate Investment 333Chapter 20: Ten Tips on Mergers and Acquisitions 339Chapter 21: Ten (Or So) Top Ways to Manage Risk 347Index 355

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Richard Pettinger is a lecturer in Business Management at University College London where he teaches undergraduate, postgraduate, MBA and international courses. Richard is the adapting author of Managing For Dummies and Weekend MBA For Dummies.

• Introduction 1Part I: Laying the Foundations of Competitive Strategy 7Chapter 1: Gearing Up to Get Competitive 9Chapter 2: Laying the Foundations of Strategy 23Part II: Being Competitive 41Chapter 3: Feeling the Effects of the Forces of Competition 43Chapter 4: Scanning and Analysing Your Competitive Environment 61Chapter 5: Looking to Leadership 85Part III: Putting Strategic Management into Action 101Chapter 6: Assessing Your Competition 103Chapter 7: Appraising Investments 125Chapter 8: Finessing Your Finances 147Chapter 9: Matching Products and Services with Your Customers and Clients 167Chapter 10: Putting Your Competition in Context 189Part IV: Enhancing Your Competitive Strategy 203Chapter 11: Pulling Together a Comprehensive Strategic Plan 205Chapter 12: Defining and Establishing Organisation Structure and Culture 219Chapter 13: Doing The Right Things: Ethics 237Chapter 14: Wrangling with Risk 253Part V: Looking Towards Your Future 275Chapter 15: Venturing Into Mergers, Acquisitions and Takeovers 277Chapter 16: Getting the Big Picture: Globalisation 293Chapter 17: Pointing Your Company Towards the Future 311Part VI: The Part of Tens 325Chapter 18: Ten (Or So) Great Books on Competitive Strategy in Action 327Chapter 19: Ten (Or So) Questions to Ask About Any Corporate Investment 333Chapter 20: Ten Tips on Mergers and Acquisitions 339Chapter 21: Ten (Or So) Top Ways to Manage Risk 347Index 355

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