<div><p>This best selling management book is a true classic. If you want to be a model manager, keep this new, even better 3rd edition close at hand.</p></div><p><i></i>&nbsp;</p><p><i>Key Management Models</i> has the winning combination of brevity and clarity, giving you short, practical overviews of the top classic and cutting edge management models in an easy-to-use, ready reference format. </p><p>&nbsp;</p><p>Whether you want to remind yourself about models you&#8217;ve already come across, or want to find new ones, you&#8217;ll find yourself referring back to it again and again. It's <b><i>the</i></b> essential guide to all the management models you&#8217;ll ever need to know about.</p><p>&nbsp;</p><li>Includes the classic and essential management models from the previous 2 editions.<p>&nbsp;</p></li><li>Thoroughly updated to include cutting edge new models.<p>&nbsp;</p></li><li>Two-colour illustrations and case studies throughout.<p>&nbsp;</p></li>

<ul>
    <li>Part 1: Corporate and Business Strategy </li>
    <li>1 &nbsp; Ansoff&rsquo;s matrix and product market grid </li>
    <li>2 &nbsp; BCG-matrix </li>
    <li>3 &nbsp; Strategic Dialogue </li>
    <li>4 &nbsp; BHAG </li>
    <li>5 &nbsp; Blue ocean strategy </li>
    <li>6 &nbsp; Business model canvas </li>
    <li>7 &nbsp; Business scope </li>
    <li>8 &nbsp; Competitive analysis: five forces model </li>
    <li>9 &nbsp; Core Competences </li>
    <li>10 Internationalization strategy framework </li>
    <li>11 Road-mapping </li>
    <li>12 Scenario planning </li>
    <li>13 Strategy maps </li>
    <li>14 SWOT analysis </li>
    <li>15 Value-disciplines </li>
    <li>&nbsp; </li>
    <li>Part 2: Organization &amp; governance </li>
    <li>16 7-S Framework </li>
    <li>17 Balanced Score Card (BSC) </li>
    <li>18 Benchmarking </li>
    <li>19 Greiner&rsquo;s growth model </li>
    <li>20 Off shoring and outsourcing </li>
    <li>21 Organizational configurations (Mintzberg) </li>
    <li>22 Overhead value analysis </li>
    <li>23 Risk Management </li>
    <li>24 The value chain </li>
    <li>&nbsp; </li>
    <li>Part 3: Finance </li>
    <li>25 Activity-based costing </li>
    <li>26 Capital Asset Pricing Model (CAPM) </li>
    <li>27 Discounted Cash Flow (DCF) and Net Present Value (NPV) </li>
    <li>28 DuPont scheme </li>
    <li>29 Economic Value Added (EVA) and Weighted Average Cost of Capital (WACC) </li>
    <li>30 Financial ratio analysis: liquidity, solvency and profitability ratios </li>
    <li>31 Investment stages </li>
    <li>32 Real Options theory </li>
    <li>33 Risk reward analysis </li>
    <li>34 Value-based management </li>
    <li>&nbsp; </li>
    <li>Part 4: Marketing &amp; sales </li>
    <li>35 4Ps of marketing (Kotler) </li>
    <li>36 Branding pentagram </li>
    <li>37 Client Pyramid (Curry) </li>
    <li>38 Crowdsourcing </li>
    <li>39 Customer Journey mapping </li>
    <li>40 MABA analysis </li>
    <li>41 Social network analysis </li>
    <li>42 Stakeholder management </li>
    <li>&nbsp; </li>
    <li>Part 5: Operations, supply chain management and procurement </li>
    <li>43 Business process redesign </li>
    <li>44 House of purchasing and supply </li>
    <li>45 Kaizen / Gemba </li>
    <li>46 Lean thinking / Just-in-Time </li>
    <li>47 Purchasing model (Kraljic) </li>
    <li>48 Root Cause Analysis / Pareto Analysis </li>
    <li>49 Six Sigma </li>
    <li>50 The EFQM model </li>
    <li>51 Value stream mapping </li>
    <li>&nbsp; </li>
    <li>Part 6: Innovation, technology management and e-business </li>
    <li>52 Diffusion model </li>
    <li>53 Disruptive innovation </li>
    <li>54 Hype cycle </li>
    <li>55 Innovation circle </li>
    <li>56 ITIL<sup>&reg;</sup> </li>
    <li>57 Stage-Gate model </li>
    <li>58 Strategic IT-alignment model </li>
    <li>59 TOGAF<sup>&reg;</sup> </li>
    <li>&nbsp; </li>
    <li>Part 7: HR and change management </li>
    <li>60 Change quadrants &nbsp; </li>
    <li>61 Compensation Model </li>
    <li>62 Eight Phases of Change (Kotter) </li>
    <li>63 HR Business roles </li>
    <li>64 Motivational Insights </li>
    <li>65 Six Thinking Hats (De Bono) </li>
    <li>66 Socially engineered change&nbsp; </li>
    <li>67 Team roles (Belbin)&nbsp; </li>
    <li>68 The Deming Cycle: Plan&ndash;Do&ndash;Check&ndash;Act </li>
    <li>&nbsp; </li>
    <li>Part 8: Leadership and (inter)cultural management </li>
    <li>69 Bottom of the Pyramid </li>
    <li>70 CAGE distance framework </li>
    <li>71 Competing values </li>
    <li>72 Core quadrants </li>
    <li>73 Cultural dimensions (Hofstede) </li>
    <li>74 Culture dimensions (Trompenaar) </li>
    <li>75 Focus-Energy Matrix </li>
    <li>76 Seven habits of highly effective people (Covey) </li>
    <li>77 Situational Leadership Model </li>
</ul>

<p>&nbsp;</p>
<div>
<p>This best selling management book is a true classic. If you want to be a model manager, keep this new, even better 3rd edition close at hand.</p>
</div>
<p><i></i>&nbsp;</p>
<p><i>Key Management Models</i> has the winning combination of brevity and clarity, giving you short, practical overviews of the top classic and cutting edge management models in an easy-to-use, ready reference format. </p>
<p>&nbsp;</p>
<p>Whether you want to remind yourself about models you&rsquo;ve already come across, or want to find new ones, you&rsquo;ll find yourself referring back to it again and again. It's <b><i>the</i></b> essential guide to all the management models you&rsquo;ll ever need to know about.</p>
<ul>
    <li>Includes the classic and essential management models from the previous editions. </li>
    <li>Thoroughly updated to include cutting edge new models. </li>
    <li>Two-colour illustrations and case studies throughout. </li>
</ul>
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<ul>
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<p>About the authors &nbsp; </p><p>&nbsp;</p><p>Preface &nbsp;&nbsp; </p><p>&nbsp;</p><p>Using this book &nbsp;&nbsp; </p><p>&nbsp;</p><p>Part 1: Corporate and Business Strategy</p><p>1 &nbsp; Ansoff&#8217;s matrix and product market grid </p><p>2 &nbsp; BCG-matrix </p><p><b>3 &nbsp; </b><b>Strategic Dialogue</b></p><p><b>4 &nbsp; </b><b>BHAG </b></p><p>5 &nbsp; Blue ocean strategy </p><p><b>6 &nbsp; </b><b>Business model canvas </b></p><p><b>7 &nbsp; </b><b>Business scope </b></p><p>8 &nbsp; Competitive analysis: five forces model </p><p>9 &nbsp; Core Competences </p><p><b>10  </b><b>Internationalization strategy framework </b></p><p>11  Road-mapping</p><p>12  Scenario planning</p><p><b>13  </b><b>Strategy maps </b></p><p>14  SWOT analysis</p><p>15  Value-disciplines </p><p>&nbsp;</p><p>Part 2: Organization &amp; governance</p><p>16  7-S Framework </p><p>17  Balanced Score Card (BSC) </p><p>18  Benchmarking</p><p>19  Greiner&#8217;s growth model</p><p>20  Off shoring and outsourcing</p><p>21  Organizational configurations (Mintzberg) </p><p>22  Overhead value analysis</p><p><b>23  </b><b>Risk Management</b></p><p>24  The value chain </p><p>&nbsp;</p><p>Part 3: Finance</p><p>25  Activity-based costing</p><p><b>26  </b><b>Capital Asset Pricing Model (CAPM)</b></p><p>27  Discounted Cash Flow (DCF) and Net Present Value (NPV) </p><p>28  DuPont scheme</p><p><b>29  </b><b>Economic Value Added (EVA) and Weighted Average Cost of Capital (WACC) </b></p><p><b>30  </b><b>Financial ratio analysis: liquidity, solvency and profitability ratios</b></p><p><b>31  </b><b>Investment stages  </b></p><p><b>32  </b><b>Real Options theory</b></p><p>33  Risk reward analysis</p><p>34  Value-based management</p><p>&nbsp;</p><p>Part 4: Marketing &amp; sales</p><p>35  4Ps of marketing (Kotler) </p><p>36  Branding pentagram</p><p>37  Client Pyramid (Curry) </p><p><b>38  </b><b>Crowdsourcing</b></p><p><b>39  </b><b>Customer Journey mapping</b></p><p>40  MABA analysis</p><p><b>41  </b><b>Social network analysis</b></p><p><b>42  </b><b>Stakeholder management </b></p><p>&nbsp;</p><p>Part 5: Operations, supply chain management and procurement</p><p>43  Business process redesign </p><p>44  House of purchasing and supply </p><p>45  Kaizen / Gemba</p><p>46  Lean thinking / Just-in-Time </p><p>47  Purchasing model (Kraljic) </p><p>48  Root Cause Analysis / Pareto Analysis</p><p>49  Six Sigma</p><p>50  The EFQM model</p><p>51  Value stream mapping</p><p>&nbsp;</p><p>Part 6: Innovation, technology management and e-business</p><p><b>52  </b><b>Diffusion model</b></p><p><b>53  </b><b>Disruptive innovation </b></p><p><b>54  </b><b>Hype cycle </b></p><p>55  Innovation circle</p><p><b>56  </b><b>ITIL<sup>&#174;</sup> </b></p><p><b>57  </b><b>Stage-Gate model</b></p><p><b>58  </b><b>Strategic IT-alignment model </b></p><p><b>59  </b><b>TOGAF<sup>&#174;</sup></b></p><p>&nbsp;</p><p>Part 7: HR and change management</p><p>60  Change quadrants &nbsp; </p><p>61  Compensation Model </p><p>62  Eight Phases of Change (Kotter)</p><p><b>63  </b><b>HR Business roles </b></p><p><b>64  </b><b>Motivational Insights </b></p><p>65  Six Thinking Hats (De Bono) </p><p><b>66  </b><b>Socially engineered change&nbsp; </b></p><p>67  Team roles (Belbin)&nbsp; </p><p>68  The Deming Cycle: Plan&#8211;Do&#8211;Check&#8211;Act</p><p>&nbsp;</p><p>Part 8: Leadership and (inter)cultural management</p><p><b>69  </b><b>Bottom of the Pyramid </b></p><p><b>70  </b><b>CAGE distance framework </b></p><p>71  Competing values </p><p>72  Core quadrants </p><p>73  Cultural dimensions (Hofstede) </p><p><b>74  </b><b>Culture dimensions (Trompenaar) </b></p><p><b>75  </b><b>Focus-Energy Matrix</b></p><p>76  Seven habits of highly effective people (Covey) </p><p><b>77  </b><b>Situational Leadership Model </b></p><p>&nbsp;</p><p>Model Matrix and Categorization</p>

<p>About the authors</p><p>Preface</p><p>Using this book</p><p>Part 1: Corporate and Business Strategy</p><p>1 Ansoff&rsquo;s matrix and product market grid</p><p>2 BCG-matrix</p><p><strong>3 Strategic Dialogue</strong></p><p><strong>4 BHAG </strong></p><p>5 Blue ocean strategy</p><p><strong>6 Business model canvas </strong></p><p><strong>7 Business scope </strong></p><p>8 Competitive analysis: five forces model</p><p>9 Core Competences</p><p><strong>10 Internationalization strategy framework </strong></p><p>11 Road-mapping</p><p>12 Scenario planning</p><p><strong>13 Strategy maps </strong></p><p>14 SWOT analysis</p><p>15 Value-disciplines</p><p>Part 2: Organization &amp; governance</p><p>16 7-S Framework</p><p>17 Balanced Score Card (BSC)</p><p>18 Benchmarking</p><p>19 Greiner&rsquo;s growth model</p><p>20 Off shoring and outsourcing</p><p>21 Organizational configurations (Mintzberg)</p><p>22 Overhead value analysis</p><p><strong>23 Risk Management</strong></p><p>24 The value chain</p><p>Part 3: Finance</p><p>25 Activity-based costing</p><p><strong>26 Capital Asset Pricing Model (CAPM)</strong></p><p>27 Discounted Cash Flow (DCF) and Net Present Value (NPV)</p><p>28 DuPont scheme</p><p><strong>29 Economic Value Added (EVA) and Weighted Average Cost of Capital (WACC) </strong></p><p><strong>30 Financial ratio analysis: liquidity, solvency and profitability ratios</strong></p><p><strong>31 Investment stages </strong></p><p><strong>32 Real Options theory</strong></p><p>33 Risk reward analysis</p><p>34 Value-based management</p><p>Part 4: Marketing &amp; sales</p><p>35 4Ps of marketing (Kotler)</p><p>36 Branding pentagram</p><p>37 Client Pyramid (Curry)</p><p><strong>38 Crowdsourcing</strong></p><p><strong>39 Customer Journey mapping</strong></p><p>40 MABA analysis</p><p><strong>41 Social network analysis</strong></p><p><strong>42 Stakeholder management </strong></p><p>Part 5: Operations, supply chain management and procurement</p><p>43 Business process redesign</p><p>44 House of purchasing and supply</p><p>45 Kaizen / Gemba</p><p>46 Lean thinking / Just-in-Time</p><p>47 Purchasing model (Kraljic)</p><p>48 Root Cause Analysis / Pareto Analysis</p><p>49 Six Sigma</p><p>50 The EFQM model</p><p>51 Value stream mapping</p><p>Part 6: Innovation, technology management and e-business</p><p><strong>52 Diffusion model</strong></p><p><strong>53 Disruptive innovation </strong></p><p><strong>54 Hype cycle </strong></p><p>55 Innovation circle</p><p><strong>56 ITIL<sup>&reg;</sup> </strong></p><p><strong>57 Stage-Gate model</strong></p><p><strong>58 Strategic IT-alignment model </strong></p><p><strong>59 TOGAF<sup>&reg;</sup></strong></p><p>Part 7: HR and change management</p><p>60 Change quadrants</p><p>61 Compensation Model</p><p>62 Eight Phases of Change (Kotter)</p><p><strong>63 HR Business roles </strong></p><p><strong>64 Motivational Insights </strong></p><p>65 Six Thinking Hats (De Bono)</p><p><strong>66 Socially engineered change </strong></p><p>67 Team roles (Belbin)</p><p>68 The Deming Cycle: Plan&ndash;Do&ndash;Check&ndash;Act</p><p>Part 8: Leadership and (inter)cultural management</p><p><strong>69 Bottom of the Pyramid </strong></p><p><strong>70 CAGE distance framework </strong></p><p>71 Competing values</p><p>72 Core quadrants</p><p>73 Cultural dimensions (Hofstede)</p><p><strong>74 Culture dimensions (Trompenaar) </strong></p><p><strong>75 Focus-Energy Matrix</strong></p><p>76 Seven habits of highly effective people (Covey)</p><p><strong>77 Situational Leadership Model </strong></p><p>Model Matrix and Categorization</p>

Gerben Van den Berg

Paul Pietersma

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