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| 003 | OSt | ||
| 005 | 20260511122924.0 | ||
| 008 | 260428b |||||||| |||| 00| 0 eng d | ||
| 022 | _a0017-8012 | ||
| 040 |
_aTBS _bEN _cTBS |
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| 041 | _aeng | ||
| 100 |
_aLorange, Peter _926949 _eauthor |
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| 245 |
_aHow to design a strategic planning system _c/ Peter Lorange, Richard F. Vancil. |
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| 260 |
_bHarvard Business Review, _c1976 |
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| 300 | _a75–81 pages. | ||
| 490 |
_aHarvard Business Review _vvol. 54, no.5 |
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| 520 | _aEvery business carries on strategic planning, although the formality of that process varies greatly from one company to the next. Conceptually, the process is simple: managers at every level of a hierarchy must ultimately agree on a detailed, integrated plan of action for the coming year; they arrive at agreement through a series of steps starting with the delineation of corporate objectives and concluding with the preparation of a one- or two-year profit plan. However, the design of that process—deciding who does what, when—can be complex, and it is vital to the success of the planning effort. | ||
| 630 | 0 |
_aB2 PBT Business and Ecosystem Analysis (BiM) _926906 |
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| 650 | 0 |
_aEconomics _92587 |
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| 650 | 0 |
_aPlanning _9731 |
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| 700 |
_aVancil, Richard F. _926950 _eauthor |
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| 856 | _uhttps://research-ebsco-com.hub.tbs-education.fr/linkprocessor/plink?id=af84d095-5f7b-3d95-9261-d771cd29a566 | ||
| 942 | _2lcc | ||
| 999 |
_c5435 _d5435 |
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