Strategic diagnosis (Dunod “Corporate Strategy”, 2022)

Page 1 to 8: Start Pages | Page 9 to 10: Acknowledgments | Page 11 to 12: Michel Bisac – Preface | Page 13 to 14: Olivier Meier – Introduction | Page 17: Olivier Meier – Presentation | Page 19 to 46: Olivier Meier – Chapter 1. Why do we talk about corporate strategy? | Page 47 to 59: Olivier Meier – Chapter 2. What are the objectives of a strategic diagnosis? | Page 61 to 71: Olivier Meier – Chapter 3. In which case is a strategic diagnosis carried out? | Page 73 to 83: Olivier Meier – Chapter 4. Practical case: Auchan | Page 85: Olivier Meier – Presentation | Page 87 to 120: Olivier Meier – Chapter 5. Understanding the strategic trajectories of firms | Page 121 to 138: Olivier Meier – Chapter 6. Identifying stakeholders’ expectations and constraints | Page 139 to 165: Olivier Meier – Chapter 7. Segmenting the strategic activities of a company | Page 167 to 191: Olivier Meier – Chapter 8. Identifying the sectoral dynamics of an activity | Page 193 to 221: Olivier Meier – Chapter 9. Assessing internal resources and competitiveness by activity | Page 223 to 236: Olivier Meier – Chapter 10. Analyzing the consistency of an activity portfolio | Page 237 to 245: Olivier Meier – Chapter 11. Building a business model around strong value propositions | Page 247: Olivier Meier and Michel Barabel – Presentation | Page 249 to 263: Olivier Meier – Chapter 12. Presentation of the Bic company | Page 265 to 294: Olivier Meier – Chapter 13. Strategic analysis of activities | Page 295 to 302: Olivier Meier – Chapter 14. Internal and external diagnostics | Page 303 to 306: Olivier Meier – Chapter 15. Retrospective analysis of Bic’s diversification into perfumes | Page 307 to 321: Olivier Meier – Chapter 16. Evolution of the Bic company between N+4 and N+9 | Page 323: Olivier Meier – Conclusion | Page 325 to 327: Bibliography | Page 329: Index | Page 331 to 336: Ending pages.