Strategy Essentials from Harvard Business Review

Having trouble viewing this email? Click here to see it in a web browser. Strategy Essentials from Harvard Business Review Playing to Win: How Strategy Really Works by A.G. Lafley and Roger L. Martin This is A.G. Lafley's guidebook. Shouldn't it be yours as well? Winning CEO A.G. Lafley is now back at the helm of consumer goods giant Procter & Gamble. If you want to know the strategy he'll use to restore P&G to its former dominance—read this book. Product #11202 (Ebook/PDF or Hardcover) BUY NOW $27.00* Understanding Michael Porter: The Essential Guide to Competition and Strategy by Joan Magretta If you want to understand how companies achieve and sustain competitive success, Michael Porter's frameworks are the foundation. But while everyone in business may know Porter's name, many managers misunderstand and misuse his concepts. Written with Porter's full cooperation by Joan Magretta, his former editor at Harvard Business Review, this book delivers fresh, clear examples to illustrate and update Porter's ideas. Product #13023 (Ebook/PDF or Hardcover) BUY NOW $24.95* Conscious Capitalism Bonus Offer by John Mackey, Rajendra S. Sisodia, and Bill George In this book, Whole Foods Market cofounder John Mackey and professor and Conscious Capitalism, Inc. cofounder Raj Sisodia argue for the inherent good of both business and capitalism. Order today and receive a free copy of the Harvard Business Review article by Michael E. Porter and Mark R. Kramer "Creating Shared Value" as an added bonus (that's a $6.95 value!). Product #9689BN (Special Collection) BUY NOW $27.00* HBR's 10 Must Reads on Strategy Is your company spending enormous time and energy on strategy development, with little to show for your efforts? We've combed through hundreds of Harvard Business Review articles on strategy and selected the most important ones to help galvanize your organization's strategy development and execution. Product #12601 (Ebook/PDF or Paperback) BUY NOW $24.95* What Is Strategy? by Michael E. Porter Michael Porter argues that operational effectiveness, although necessary to superior performance, is not sufficient, because its techniques are easy to imitate. In contrast, the essence of strategy is choosing a unique and valuable position rooted in systems of activities that are much more difficult to match. Product #96608 (PDF or Hardcopy) BUY NOW $6.95* Creating Shared Value by Michael E. Porter and Mark R. Kramer The capitalist system is under siege. Companies are widely thought to be prospering at the expense of their communities. A big part of the problem is firms' narrow approach to value creation. Focused on short-term financials, companies overlook the broader influences on their long-term success. It doesn't have to be this way. Companies could bring business and society back together if they redefined their purpose as creating "shared value"—generating economic value in a way that also produces value for society by addressing its challenges. Product #R1101C (PDF or Hardcopy) BUY NOW $6.95* Can You Say What Your Strategy Is? by David J. Collis and Michael G. Rukstad Can you summarize your company's strategy in 35 words or less? Would your colleagues express it the same way? Very few executives can honestly say yes to these simple questions. The thing is, companies with a clear, concise strategy statement—one that employees can easily internalize and use as a guiding light—often turn out to be industry stars. Product #R0804E (PDF or Hardcopy) BUY NOW $6.95* The Five Competitive Forces That Shape Strategy by Michael E. Porter In this article, Porter undertakes a thorough reaffirmation and extension of his classic work of strategy formulation, which includes substantial new sections showing how to put the five forces analysis into practice. The five forces govern the profit structure of an industry by determining how the economic value it creates is apportioned. Product #R0801E (PDF or Hardcopy) BUY NOW $6.95* Blue Ocean Strategy: Focus on the Big Picture, Not the Numbers by W. Chan Kim and Renee A. Mauborgne Most companies' strategic planning process keeps them wedded to red oceans, competing within existing markets. This chapter develops an alternative approach to the existing strategic planning process that is based not on preparing a document but on drawing a strategy canvas. Product #1631BC (PDF or Hardcopy) BUY NOW $6.95* Focusing Your Organization on Strategy—with the Balanced Scorecard by Robert S. Kaplan and David P. Norton The Balanced Scorecard (BSC) has transformed companies around the globe by helping top executives set corporate strategy and translate it into objectives, measures, and targets that the entire workforce understands. With the BSC, strategy becomes a continuous process owned by every employee. Product #1886 (PDF or Softbound) BUY NOW $17.95* Apple Inc. in 2010 by David B. Yoffie and Renee Kim On April 4, 2010, Apple Inc. launched the iPad, the company's third major innovation released over the last decade under its iconic CEO Steve Jobs. Apple's strategy of shifting its business into non-PC products had thrived so far, driven by the smashing success of the iPod and the iPhone. Yet challenges abounded. Macintosh sales in the worldwide PC market still languished below 5%. Growth in iPod sales was slowing down. iPhone faced increasing competition in the smartphone industry. And would Apple's latest creation, the iPad, take the company to the next level? Product #710467 (PDF or Hardcopy) BUY NOW $6.95* To order by phone, call us toll-free at 800-668-6780 and mention referral code 01892. Outside the U.S. and Canada, call +1-617-783-7450. * Purchasers are responsible for all shipping charges, duties, taxes, brokerage fees, and/or import fees imposed by the country of import. Please check with your customs office for details. If you do not wish to receive special offer email messages from Harvard Business Review, click here. If you do not wish to receive any email messages from Harvard Business Review, click here. Copyright © 2013 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing | 60 Harvard Way | Boston, MA 02163 Customer Service: 800-545-7685 (+1-617-783-7600 outside the U.S. and Canada)