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This is a book for managers, with concepts and procedures to be used.Personal comments, interesting issues and findings: Growth vector components – table 6.1 p109.“The major ise of the competence profile is in assessment of this balance in four different parts of the strategic problem: 1) Internal Appraisal 2) external Appraisal 3) Synergy Component of Strategy 4) Evaluation of individual opportunities” p102.Grid of competences: 1) R&D 2) Operations 3) Marketing 4) General Management (p100).“The problem of strngths and weaknesses and the problem of synergy are seen to be related” p91.Types of synergies: 1) Sales synery 2) Operating synergy 3) Investment synergy 4) Management Synergy.Ğxternal (defensive, aggressive) flexibility or internal flexibility (liquidity of firm’s resources).“…significant aspect of the adaptative search method… is the circular dependence of the goals on the environment and of the choice of environment on the goals” p49.“Contrary to Cyert and March, we assume that the business form dies have objectives which are different and distinct from the individual objectives of the participants” p39.System of objectives: “both economic (exert primary influence) and social objectives (secondary)” “The central purpose of the firm is to maximize long-term return on resources employed within the form” p38 “influences: responsibilites and constraints”.Ědaptative search method: “1) a “cascade” procedure of successive narrowing and refining the decision rules, 2) feedback between stages in the cascade, 3) a gap-reduction process within each stage, and 4) adaptation of both objectives and starting-point evaluation” p28.“Our concern must be not only with evaluation of projects for given rules, which is the main concern of CIT, but also with formulation of the rules for each individual firm” p23.“.decision rules for search and evaluatino of products and markets are not the same for all firms.” P22.Ě new method for modelling for strategic decisions because the Capital Investment Theory (CIT) is not applicable to strategic management decisions (chap 2).Ĝlasses of decisions: strategic, administrative and operating.“The purpose of this book is to synthesize and unify these into an overall analytic approach to solving the total strategic problem of the firm” (preface).Topic: Analytical approach to the definition of a corporate strategy. Marketing and MBA students are usually familiar with his Product-Market Growth Matrix, a tool he created to plot generic strategies for growing a business via existing or new products, in existing or new markets. Professionally, Ansoff is known worldwide for his research in three specific areas: 1) The concept of environmental turbulence 2) The contingent strategic success paradigm, a concept that has been validated by numerous doctoral dissertations 3) Real-time strategic management. He is known as the father of Strategic management. Igor Ansoff (Decem– July 14, 2002) was a Russian American, applied mathematician and business manager. Igor, “Corporate Strategy”, McGraw Hill, New York, 1965 (Ch.1-6)