1;Preface;6 2;Brief contents;8 3;Contents;10 4;List of figures;18 5;List of insets;24 6;Introduction;26 7;Part I Idea of strategic planning;30 7.1;1 Strategies, strategic planning and success potentials;31 7.1.1;1.1 Strategies;31 7.1.2;1.2 Strategic planning;32 7.1.3;1.3 Building success potentials as main purpose of strategic planning;32 7.2;2 Development of strategic planning;38 7.2.1;2.1 Four phases in the development of strategic planning;38 7.2.2;2.2 Role of strategic planning within strategic management;41 7.3;3 Assessment of strategies;45 7.3.1;3.1 Basic reflections on the assessment of strategies;45 7.3.2;3.2 Model for the assessment of strategies;46 8;Part II Process of strategic planning and resulting documents;51 8.1;4 Strategic documents as the result of strategic planning;52 8.1.1;4.1 Basic types of strategic documents;52 8.1.2;4.2 Combinations of strategic documents for specific companies;56 8.2;5 Process of strategic planning;65 8.2.1;5.1 Need for a systematic process of strategic planning;65 8.2.2;5.2 Overview of the process of strategic planning;66 8.2.3;5.3 Brief note on the steps of the process;70 8.2.4;5.4 Strategic planning process of an electricity provider;74 8.2.5;5.5 Adapting the process of strategic planning;80 8.3;6 Strategic analysis and planning toolbox;85 8.3.1;6.1 Important tools of strategic analysis and planning;85 8.3.2;6.2 Allocating the tools to three fields of analysis and to the steps in the planning process;87 9;Part III Project planning, analysis and mission statement revision;92 9.1;7 Strategy project planning;94 9.1.1;7.1 Why strategic planning should be seen as a project;94 9.1.2;7.2 Sub-tasks of strategy project planning;95 9.1.2.1;7.2.1 Overview;95 9.1.2.2;7.2.2 Determining the scope;95 9.1.2.3;7.2.3 Determining the objectives and boundary conditions;96 9.1.2.4;7.2.4 Deciding whether to hire a consultant;98 9.1.2.5;7.2.5 Fixing the project organization;99 9.1.2.6;7.2.6 Fixing the process and the milestones;102 9.1.2.7;7.2.7 Budgeting the cost;102 9.2;8 Strategic analysis;105 9.2.1;8.1 Need for analysis before strategies are developed;105 9.2.2;8.2 Content and conclusions of analysis;106 9.2.3;8.3 Description of the applied methods;109 9.2.3.1;8.3.1 Choice of the methods applied in analysis;109 9.2.3.2;8.3.2 Global environmental analysis;110 9.2.3.3;8.3.3 Description of the market system;111 9.2.3.4;8.3.4 Identification of success factors;113 9.2.3.5;8.3.5 Analysis of strengths and weaknesses;116 9.2.3.6;8.3.6 Stakeholder value analysis;117 9.2.4;8.4 Process of strategic analysis;120 9.2.4.1;8.4.1 Overview;120 9.2.4.2;8.4.2 Determining the preconditions for analysis;120 9.2.4.3;8.4.3 Carrying out the analysis;125 9.3;9 Revision or production of the mission statement;128 9.3.1;9.1 Nature, effects and content of mission statements;128 9.3.2;9.2 Process of revising or producing the mission statement;131 9.3.2.1;9.2.1 Overview;131 9.3.2.2;9.2.2 Steps of revising or producing the mission statement;133 10;Part IV Developing the corporate strategy;135 10.1;10 Defining the strategic businesses;138 10.1.1;10.1 Strategic business as a three dimensional construct;138 10.1.2;10.2 Two types of strategic business;140 10.1.3;10.3 Constellations of strategic business fields and strategic business units;145 10.1.4;10.4 Defining strategic businesses;147 10.2;11 Assessing relevant industries with the help of competitive intensity models;155 10.2.1;11.1 Basic reflections on the assessment of competitive intensity;155 10.2.2;11.2 Analyzing industry structure with the Five Forces model;157 10.2.2.1;11.2.1 Basic concept;157 10.2.2.2;11.2.2 Areas of application;159 10.2.2.3;11.2.3 Procedure;159 10.2.3;11.3 Analyzing structures within industries with the Strategic Groups model;167 10.2.3.1;11.3.1 Basic concept;167 10.2.3.2;11.3.2 Areas of application;168 10.2.3.3;11.3.3 Procedure;169 10.3;12 Setting up and assessing the portfolio of businesses;175 10.3.1;12.1 Basis of portfolio methods;175 10.3.2;12.2 Market