Description Key Management Models , Second Edition brings together 61 of today's most widely-used management tools in one concise, practical, up-to-the-minute handbook for working business professionals. In 61 brief, straight-to-the-point chapters, this book demystifies both classic and leading-edge tools for optimizing strategy, tactics, and operations in areas ranging from supply chains to marketing. The authors summarize the "big idea" behind every tool, then briefly describe exactly when and how to use it.

Drawing on decades of experience as consultants, they also offer realistic insight into each tool's limitations and drawbacks. A global best-seller in its first edition, this book has been thoroughly revised from start to finish. Twenty-seven new management models have been added, ranging from strategic human capital planning to innovation circles, value stream mapping to Kotter's Eight Phases of Change.

In addition to eliminating obsolete models, the authors have thoroughly updated their coverage of dozens of widely-used approaches, including bench marking, process redesign, BCG Matrix, Kotler's 4Ps, SWOT,7S,Porter's Five Forces, balanced scorecards, competing values, scenario planning, and many more. Whether you're a manager who must apply unfamiliar models and decode unfamiliar jargon, a consultant starting a new project, or an MBA candidate preparing for a career, you'll rely on this book constantly - today, and for years to come.

For Sale in Indian subcontinent only 61 indispensable management tools, explained concisely in plain English: the big idea, when to use it, how to use it, and when NOT to use it - with real-world examples Expanded with 27 new models, from value innovation to factory gate pricing Offers updated, straight-to-the-point introductions to classic models such as BCG Matrix, Kotler, s 4Ps, SWOT, 7S, benchmarking, and many more Ansoff's product market grid. The BCG matrix. Blue ocean strategy. Competitive analysis: Porter's five forces. Core competencies. Grei

Table of Contents

Part one: strategic Models

1 Ansoff's product / market grid

2 The BCG matrix

3 Blue ocean strategy

4 Competitive analysis: Porter's five forces

5 Core competencies

6 Greiner's growth model

7 Kay's distinctive capabilities

8 Market-driven organisation

9 Off-shoring / outsourcing

10 Road-mapping

11 Scenario planning

12 Strategic dialogue

13 Strategic HRM model

14 Strategic human capital planning

15 SWOT analysis

16 The value chain

17 Value-based management

18 The value disciplines of Treacy and Wiersema

Part Two: Tactical Models

19 The 7-S framework

20 Activity-based costing

21 Beer and Nohria - E and O theories

22 Benchmarking

23 Business process redesign

24 Competing values of organisational effectiveness

25 Core quadrants

26 VCovey's seven habits of highly effective people

27 Curry's pyramid: customer marketing and relationship management

28 The DuPont analysis

29 Factory gate pricing

30 Henderson and Venkatraman's strategic alignment model

31 Hofstede's cultural dimensions

32 House of purchasing and supply

33 The innovation circle

34 Kotler's 4Ps of marketing

35 Kotter's eight phases of change

36 Kraljic's purchasing model

37 Lean thinking/just-in-time

38 MABA analysis

39 Milkovich's compensation model

40 Mintzberg's configurations

41 Monczka's purchasing model

42 Overhead value analysis

43 Quick response manufacturing

44 Senge - The fifth discipline

45 Six sigma

46 The EFQM excellence model

47 The theory of constraints

48 Vendor managed inventory

Part 3: Operational Models

49 The balanced scorecard (BSC)

50 Belbin's team roles

51 The branding pentagram

52 Change quadrants

53 Discounted cashflow

54 Kaizen / Gemba

55 Mintzberg's management roles

56 Risk reward analysis

57 Root cause analysis / Pareto analysis

58 The six thinking hats of de Bono

59 The Deming cycle: plan-do-check-act

60 Value stream mapping

About the Authors

Marcel van Assen (1969) is a senior consultant within the operations management group at Berenschot, and assistant professor of manufacturing management at the department of management of technology and innovation of RSM Erasmus University. He has a deep understanding of the issues that affect manufacturing, supply chain and strategic management, resulting from his extensive consulting experience, which encompasses operational excellence, outsourcing and contract manufacturing and value-innovation, using tools such as strategic conversation,

road-mapping and foresight.

He holds an MSc in mechanical engineering from the University of Twente, an MSc in business administration (strategy and organisation) from the Open University, and a Ph.D. in business administration from the Erasmus University Rotterdam.

As an associate member of ERIM (Erasmus Research Institute of Management), his research interests focus on both strategic innovation management and operations management in knowledge-intensive (high-tech) manufacturing firms, clusters and networks. In addition, he is co-author of several books and articles on operations and innovation management.

Gerben van den Berg (1979) is a senior strategy consultant for the business strategies group at Berenschot. He advises the boards of directors and management of start-ups and established companies industry-wide on strategic business planning and organisational restructuring issues, such as M&A, reorganisation and outsourcing.

An alumnus from the University of Groningen, where he read business administration (with two majors), he is also a co-author of Excellence! Optimisation and Innovation; and co-author of The Strategy Book II, a leading title on strategy published in Dutch. He has also published several articles on strategy and business planning.

Paul Pietersma (1965) MSc, BA, is a senior strategy consultant and managing director of Business Strategies at Berenschot. He has more than 10 years’ experience in the consultancy business, during which time he has advised many CEOs and boards of directors on various strategic issues. He won the Dutch Professionals Award for Management Consultancy in 2006. He has published several articles on strategy and is the co-author of two leading books on strategy – The Strategy Book I and The Strategy Book II, both published in Dutch.