9781637429167 - The Four Competitive Business Drivers: Theory + Model + Strategy + Tactics de Sá PhD, Jorge; Pereira, Magda (28 resultados)

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Paperback or Softback. Condición: New. The Four Competitive Business Drivers: Theory + Model + Strategy + Tactics. Book.

Paperback. Condición: New. Sometimes management books achieve a clear-cut distinction between strategy and tactics.Seldom they include the business model as a third competitiveness driver.And never so far, has the theory of business been considered as a fourth required performance vector, different from all other three.However, organizational optimization requires all four: the why, where, what and how.The theory of business (Drucker) is the why the company makes sense. The reality assumptions the organization is grounded upon. What it is paid for.The business model (Porter) is the what: the basic pillars of a firm's organization. How it transforms client satisfaction into value for itself.Strategy (Joffre) is the where: the choice of 1) geographical areas; 2) industries; and 3) (within them of) segments.And tactics is the how, respecting to the nine functional areas from marketing (Kotler) to human resources; to how to advertise; how to motivate; etc.Four inferences follow:All four drivers are necessary conditions, none sufficient;They interrelate, some impacting on others;They must fit reinforcing each other; andThey should be periodically reviewed (under a sequence of steps).This is illustrated by the book's detailed examples of e.g. Nike, Dollar Shave Club, Spotify, SpaceX, Vendôme, Sears, IBM, Apple Music, McDonald's, Marks and Spencer, Canva, SolarCity, Farfetch, etc.The fundamental message is that neglect of any of the four drivers brings efficiency (doing things right - the Phronesis of Aristotle) at the cost of lower effectiveness (doing the right things - the Chokhmah of Solomon).With more and more resources producing less and less, underperformance will follow.

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Paperback. Condición: New. Sometimes management books achieve a clear-cut distinction between strategy and tactics.Seldom they include the business model as a third competitiveness driver.And never so far, has the theory of business been considered as a fourth required performance vector, different from all other three.However, organizational optimization requires all four: the why, where, what and how.The theory of business (Drucker) is the why the company makes sense. The reality assumptions the organization is grounded upon. What it is paid for.The business model (Porter) is the what: the basic pillars of a firm's organization. How it transforms client satisfaction into value for itself.Strategy (Joffre) is the where: the choice of 1) geographical areas; 2) industries; and 3) (within them of) segments.And tactics is the how, respecting to the nine functional areas from marketing (Kotler) to human resources; to how to advertise; how to motivate; etc.Four inferences follow:All four drivers are necessary conditions, none sufficient;They interrelate, some impacting on others;They must fit reinforcing each other; andThey should be periodically reviewed (under a sequence of steps).This is illustrated by the book's detailed examples of e.g. Nike, Dollar Shave Club, Spotify, SpaceX, Vendôme, Sears, IBM, Apple Music, McDonald's, Marks and Spencer, Canva, SolarCity, Farfetch, etc.The fundamental message is that neglect of any of the four drivers brings efficiency (doing things right - the Phronesis of Aristotle) at the cost of lower effectiveness (doing the right things - the Chokhmah of Solomon).With more and more resources producing less and less, underperformance will follow.

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Paperback. Condición: Brand New. 178 pages. 6.00x0.41x9.00 inches. In Stock.

Condición: New. 2026. paperback. . . . . .

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Condición: New. 2026. paperback. . . . . . Books ship from the US and Ireland.

Paperback. Condición: New. Sometimes management books achieve a clear-cut distinction between strategy and tactics.Seldom they include the business model as a third competitiveness driver.And never so far, has the theory of business been considered as a fourth required performance vector, different from all other three.However, organizational optimization requires all four: the why, where, what and how.The theory of business (Drucker) is the why the company makes sense. The reality assumptions the organization is grounded upon. What it is paid for.The business model (Porter) is the what: the basic pillars of a firm's organization. How it transforms client satisfaction into value for itself.Strategy (Joffre) is the where: the choice of 1) geographical areas; 2) industries; and 3) (within them of) segments.And tactics is the how, respecting to the nine functional areas from marketing (Kotler) to human resources; to how to advertise; how to motivate; etc.Four inferences follow:All four drivers are necessary conditions, none sufficient;They interrelate, some impacting on others;They must fit reinforcing each other; andThey should be periodically reviewed (under a sequence of steps).This is illustrated by the book's detailed examples of e.g. Nike, Dollar Shave Club, Spotify, SpaceX, Vendôme, Sears, IBM, Apple Music, McDonald's, Marks and Spencer, Canva, SolarCity, Farfetch, etc.The fundamental message is that neglect of any of the four drivers brings efficiency (doing things right - the Phronesis of Aristotle) at the cost of lower effectiveness (doing the right things - the Chokhmah of Solomon).With more and more resources producing less and less, underperformance will follow.

Condición: NEW.

Condición: New.

Taschenbuch. Condición: Neu. The Four Competitive Business Drivers | Theory + Model + Strategy + Tactics | Jorge Sá (u. a.) | Taschenbuch | Einband - flex.(Paperback) | Englisch | 2026 | Business Expert Press | EAN 9781637429167 | Verantwortliche Person für die EU: Mare Nostrum Group B.V., Doelen 72, 4831 GR BREDA, NIEDERLANDE, gpsr[at]mare-nostrum[dot]co[dot]uk | Anbieter: preigu.

Paperback. Condición: New. Sometimes management books achieve a clear-cut distinction between strategy and tactics.Seldom they include the business model as a third competitiveness driver.And never so far, has the theory of business been considered as a fourth required performance vector, different from all other three.However, organizational optimization requires all four: the why, where, what and how.The theory of business (Drucker) is the why the company makes sense. The reality assumptions the organization is grounded upon. What it is paid for.The business model (Porter) is the what: the basic pillars of a firm's organization. How it transforms client satisfaction into value for itself.Strategy (Joffre) is the where: the choice of 1) geographical areas; 2) industries; and 3) (within them of) segments.And tactics is the how, respecting to the nine functional areas from marketing (Kotler) to human resources; to how to advertise; how to motivate; etc.Four inferences follow:All four drivers are necessary conditions, none sufficient;They interrelate, some impacting on others;They must fit reinforcing each other; andThey should be periodically reviewed (under a sequence of steps).This is illustrated by the book's detailed examples of e.g. Nike, Dollar Shave Club, Spotify, SpaceX, Vendôme, Sears, IBM, Apple Music, McDonald's, Marks and Spencer, Canva, SolarCity, Farfetch, etc.The fundamental message is that neglect of any of the four drivers brings efficiency (doing things right - the Phronesis of Aristotle) at the cost of lower effectiveness (doing the right things - the Chokhmah of Solomon).With more and more resources producing less and less, underperformance will follow.

Paperback. Condición: new. Paperback. Sometimes management books achieve a clear-cut distinction between strategy and tactics.Seldom they include the business model as a third competitiveness driver.And never so far, has the theory of business been considered as a fourth required performance vector, different from all other three.However, organizational optimization requires all four: the why, where, what and how.The theory of business (Drucker) is the why the company makes sense. The reality assumptions the organization is grounded upon. What it is paid for.The business model (Porter) is the what: the basic pillars of a firm's organization. How it transforms client satisfaction into value for itself.Strategy (Joffre) is the where: the choice of 1) geographical areas; 2) industries; and 3) (within them of) segments.And tactics is the how, respecting to the nine functional areas from marketing (Kotler) to human resources; to how to advertise; how to motivate; etc.Four inferences follow:All four drivers are necessary conditions, none sufficient;They interrelate, some impacting on others;They must fit reinforcing each other; andThey should be periodically reviewed (under a sequence of steps).This is illustrated by the book's detailed examples of e.g. Nike, Dollar Shave Club, Spotify, SpaceX, Vendome, Sears, IBM, Apple Music, McDonald's, Marks & Spencer, Canva, SolarCity, Farfetch, etc.The fundamental message is that neglect of any of the four drivers brings efficiency (doing things right the Phronesis of Aristotle) at the cost of lower effectiveness (doing the right things the Chokhmah of Solomon).With more and more resources producing less and less, underperformance will follow. Distinct from typical management guides that separate strategy and tactics, this work emphasizes harmonizing the business model and theory of business. It demonstrates through varied examples how fusing purpose, structure, direction, and execution is vital for sustained organizational achievement. This item is printed on demand. Shipping may be from multiple locations in the US or from the UK, depending on stock availability.

Paperback. Condición: Brand New. 178 pages. 6.00x0.41x9.00 inches. In Stock. This item is printed on demand.

Condición: New. Print on Demand.

Condición: New. Print on Demand.

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Paperback / softback. Condición: New. This item is printed on demand. New copy - Usually dispatched within 5-9 working days.

Taschenbuch. Condición: Neu. This item is printed on demand - it takes 3-4 days longer - Neuware -Sometimes management books achieve a clear-cut distinction between strategy and tactics.Seldom they include the business model as a third competitiveness driver.And never so far, has the theory of business been considered as a fourth required performance vector, different from all other three.However, organizational optimization requires all four: the why, where, what and how.The theory of business (Drucker) is the why the company makes sense. The reality assumptions the organization is grounded upon. What it is paid for.The business model (Porter) is the what: the basic pillars of a firm's organization. How it transforms client satisfaction into value for itself.Strategy (Joffre) is the where: the choice of 1) geographical areas; 2) industries; and 3) (within them of) segments.And tactics is the how, respecting to the nine functional areas from marketing (Kotler) to human resources; to how to advertise; how to motivate; etc.Four inferences follow:All four drivers are necessary conditions, none sufficient;They interrelate, some impacting on others;They must fit reinforcing each other; andThey should be periodically reviewed (under a sequence of steps).This is illustrated by the book's detailed examples of e.g. Nike, Dollar Shave Club, Spotify, SpaceX, Vendôme, Sears, IBM, Apple Music, McDonald's, Marks & Spencer, Canva, SolarCity, Farfetch, etc.The fundamental message is that neglect of any of the four drivers brings efficiency (doing things right - the Phronesis of Aristotle) at the cost of lower effectiveness (doing the right things - the Chokhmah of Solomon).With more and more resources producing less and less, underperformance will follow. 180 pp. Englisch.

Paperback. Condición: new. Paperback. Sometimes management books achieve a clear-cut distinction between strategy and tactics.Seldom they include the business model as a third competitiveness driver.And never so far, has the theory of business been considered as a fourth required performance vector, different from all other three.However, organizational optimization requires all four: the why, where, what and how.The theory of business (Drucker) is the why the company makes sense. The reality assumptions the organization is grounded upon. What it is paid for.The business model (Porter) is the what: the basic pillars of a firm's organization. How it transforms client satisfaction into value for itself.Strategy (Joffre) is the where: the choice of 1) geographical areas; 2) industries; and 3) (within them of) segments.And tactics is the how, respecting to the nine functional areas from marketing (Kotler) to human resources; to how to advertise; how to motivate; etc.Four inferences follow:All four drivers are necessary conditions, none sufficient;They interrelate, some impacting on others;They must fit reinforcing each other; andThey should be periodically reviewed (under a sequence of steps).This is illustrated by the book's detailed examples of e.g. Nike, Dollar Shave Club, Spotify, SpaceX, Vendome, Sears, IBM, Apple Music, McDonald's, Marks & Spencer, Canva, SolarCity, Farfetch, etc.The fundamental message is that neglect of any of the four drivers brings efficiency (doing things right the Phronesis of Aristotle) at the cost of lower effectiveness (doing the right things the Chokhmah of Solomon).With more and more resources producing less and less, underperformance will follow. Distinct from typical management guides that separate strategy and tactics, this work emphasizes harmonizing the business model and theory of business. It demonstrates through varied examples how fusing purpose, structure, direction, and execution is vital for sustained organizational achievement. This item is printed on demand. Shipping may be from our UK warehouse or from our Australian or US warehouses, depending on stock availability.

Paperback. Condición: new. Paperback. Sometimes management books achieve a clear-cut distinction between strategy and tactics.Seldom they include the business model as a third competitiveness driver.And never so far, has the theory of business been considered as a fourth required performance vector, different from all other three.However, organizational optimization requires all four: the why, where, what and how.The theory of business (Drucker) is the why the company makes sense. The reality assumptions the organization is grounded upon. What it is paid for.The business model (Porter) is the what: the basic pillars of a firm's organization. How it transforms client satisfaction into value for itself.Strategy (Joffre) is the where: the choice of 1) geographical areas; 2) industries; and 3) (within them of) segments.And tactics is the how, respecting to the nine functional areas from marketing (Kotler) to human resources; to how to advertise; how to motivate; etc.Four inferences follow:All four drivers are necessary conditions, none sufficient;They interrelate, some impacting on others;They must fit reinforcing each other; andThey should be periodically reviewed (under a sequence of steps).This is illustrated by the book's detailed examples of e.g. Nike, Dollar Shave Club, Spotify, SpaceX, Vendome, Sears, IBM, Apple Music, McDonald's, Marks & Spencer, Canva, SolarCity, Farfetch, etc.The fundamental message is that neglect of any of the four drivers brings efficiency (doing things right the Phronesis of Aristotle) at the cost of lower effectiveness (doing the right things the Chokhmah of Solomon).With more and more resources producing less and less, underperformance will follow. Distinct from typical management guides that separate strategy and tactics, this work emphasizes harmonizing the business model and theory of business. It demonstrates through varied examples how fusing purpose, structure, direction, and execution is vital for sustained organizational achievement. This item is printed on demand. Shipping may be from our Sydney, NSW warehouse or from our UK or US warehouse, depending on stock availability.

Taschenbuch. Condición: Neu. nach der Bestellung gedruckt Neuware - Printed after ordering - Sometimes management books achieve a clear-cut distinction between strategy and tactics.Seldom they include the business model as a third competitiveness driver.And never so far, has the theory of business been considered as a fourth required performance vector, different from all other three.However, organizational optimization requires all four: the why, where, what and how.The theory of business (Drucker) is the why the company makes sense. The reality assumptions the organization is grounded upon. What it is paid for.The business model (Porter) is the what: the basic pillars of a firm's organization. How it transforms client satisfaction into value for itself.Strategy (Joffre) is the where: the choice of 1) geographical areas; 2) industries; and 3) (within them of) segments.And tactics is the how, respecting to the nine functional areas from marketing (Kotler) to human resources; to how to advertise; how to motivate; etc.Four inferences follow:All four drivers are necessary conditions, none sufficient;They interrelate, some impacting on others;They must fit reinforcing each other; andThey should be periodically reviewed (under a sequence of steps).This is illustrated by the book's detailed examples of e.g. Nike, Dollar Shave Club, Spotify, SpaceX, Vendôme, Sears, IBM, Apple Music, McDonald's, Marks & Spencer, Canva, SolarCity, Farfetch, etc.The fundamental message is that neglect of any of the four drivers brings efficiency (doing things right - the Phronesis of Aristotle) at the cost of lower effectiveness (doing the right things - the Chokhmah of Solomon).With more and more resources producing less and less, underperformance will follow.