Strategy needs to be partly idealistic and partly realistic. On the
one hand, it exists to help managers and executives envision the
most beneficial future possible-one that is optimally competitive
and profitable. But such visualizing needs to go hand-in-hand with
concrete planning. In order to formulate a strategy that will
really work, organizations need to master the technique of
modelling in order to plan what can properly be called strategic
business model, a model that both depicts the operations of a
business and that provides the analytical basis for examining and
formulating the plan for the future operations of a firm. Here
leading expert Frederick Betz reviews the strategic modelling
technique and applies it to diverse kinds of businesses, both
productive and financial, and including banks and hedge funds. He
illustrates the possibilities of this technique-and the pitfalls of
using it incorrectly-by applying it to real business cases, some
successful and some problematic. As strategic business models are
important to understand the transformative operations of an
enterprise system for present and future competitiveness, Betz's
exploration into both manufacturing and financial firms, along with
retailing firms and conglomerates, broadens the business
literature. Strategic Business Models: Idealism and Realism in
Strategy is essential reading for managers and strategists wishing
to optimize the effectiveness of their strategic planning.
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