Products related to Decision:
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Price Management : Strategy, Analysis, Decision, Implementation
In this book, the world’s foremost experts on pricing integrate theoretical rigor and practical application to present a comprehensive resource that covers all areas of the field.This volume brings together quantitative and qualitative approaches and highlights the most current innovations in theory and practice. Going beyond the traditional constraints of “price theory” and “price policy,” the authors coined the term “price management” to represent a holistic approach to pricing strategy and tactical implementation. They remind us that the Ancient Romans used one word, pretium, to mean both price and value. This is the fundamental philosophy that drives successful price management where producer and customer meet. Featuring dozens of examples and case studies drawn from their extensive research, consulting, and teaching around the world, Simon and Fassnacht cover all aspects of pricing following the price management process with its four phases: strategy, analysis, decision, and implementation.Thereby, the authors take into account the nuances across industry sectors, including consumer goods, industrial products, services, and trade/distribution.In particular, they address the implications of technological advancements, such as the Internet and new measurement and sensor technologies that have led to a wealth of price management innovations, such as flat rates, freemium, pay-per-use, or pay-what-you-want.They also address the emergence of new price metrics, Big Data applications, two-sided price systems, negative prices, and the sharing economy, as well as emerging payment systems such as bitcoin. The result is a “bible” for leaders who recognize that price is not only a means to drive profit in the short term, but a tool to generate sustained growth in shareholder value over the longer term, and a primer for researchers, instructors, and students alike. Praise for Price Management“This book is truly state of the art and the most comprehensive work in price management.” - Prof.Philip Kotler, Kellogg School of Management, Northwestern University “This very important book builds an outstanding bridge between science and practice.“- Kasper Rorsted, CEO, Adidas “This book provides practical guidelines on value creation, communication and management, which is an imperative for businesses to survive in the coming era of uncertainty.”- Dr. Chang-Gyu Hwang, Chairman and CEO, KT Corporation (Korea Telecom)
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Understanding UK Military Capability : From Strategy to Decision
Between 2021 and 2031, the UK government is set to spend over £230 billion on its military.Who decides how to use these funds, and how can we be sure that the UK’s armed forces can meet the threats of tomorrow?This book provides the answers to these crucial questions.Concentrating on decisions taken below the political level, it uncovers the factors that underpin the translation of strategic direction into military capability.In a series of interviews, over 30 top admirals, generals and air marshals give their own views on the procurement and maintenance of the nation’s current and future military capability.Their unrivalled professional knowledge and experience affords a fascinating insight into the higher management of national defence.
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Understanding UK Military Capability : From Strategy to Decision
Between 2021 and 2031, the UK government is set to spend over £230 billion on its military.Who decides how to use these funds, and how can we be sure that the UK’s armed forces can meet the threats of tomorrow?This book provides the answers to these crucial questions.Concentrating on decisions taken below the political level, it uncovers the factors that underpin the translation of strategic direction into military capability.In a series of interviews, over 30 top admirals, generals and air marshals give their own views on the procurement and maintenance of the nation’s current and future military capability.Their unrivalled professional knowledge and experience affords a fascinating insight into the higher management of national defence.
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Corporate Strategy : Tools for Analysis and Decision-Making
Many companies are not single businesses but a collection of businesses with one or more levels of corporate management.Written for managers, advisors and students aspiring to these roles, this book is a guide to decision-making in the domain of corporate strategy.It arms readers with research-based tools needed to make good corporate strategy decisions and to assess the soundness of the corporate strategy decisions of others.Readers will learn how to do the analysis for answering questions such as 'Should we pursue an alliance or an acquisition to grow?', 'How much should we integrate this acquisition?' and 'Should we divest this business?'.The book draws on the authors' wealth of research and teaching experience at INSEAD, London Business School and University College London.A range of learning aids, including easy-to-comprehend examples, decision templates and FAQs, are provided in the book and on a rich companion website.
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What is decision 22?
Decision 22 is a resolution adopted by the Conference of the Parties to the United Nations Framework Convention on Climate Change (UNFCCC). It focuses on the implementation of the Paris Agreement, specifically on enhancing the transparency framework for action and support. Decision 22 aims to strengthen the reporting and review processes to ensure that countries are meeting their climate commitments and to build trust among parties. It plays a crucial role in monitoring progress towards the goals of the Paris Agreement and increasing accountability in global efforts to combat climate change.
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What a difficult decision!
Yes, it can be really tough to make difficult decisions. It's important to take the time to carefully consider all the options and potential outcomes before making a choice. Seeking advice from trusted friends, family, or professionals can also help provide different perspectives and insights to aid in the decision-making process. Ultimately, it's important to trust your instincts and make the best decision based on the information and resources available.
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Is faith a decision?
Faith can be considered a decision in the sense that individuals can choose to believe in something despite lack of concrete evidence. It often involves a conscious choice to trust in a higher power or to have confidence in certain beliefs. However, for many people, faith is also influenced by personal experiences, upbringing, and cultural factors, making it a complex and multifaceted aspect of human belief systems. Ultimately, whether faith is a decision or not may vary from person to person.
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Is love a decision?
Love can involve both emotions and decisions. While the initial feelings of attraction and connection may be spontaneous, choosing to commit to and prioritize a relationship requires conscious decision-making. This can involve choosing to work through challenges, communicate effectively, and prioritize the well-being of the other person. Ultimately, love involves a combination of emotions and intentional choices.
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Decision Sprint: The New Way to Innovate into the Unknown and Move from Strategy to Action
Breakthrough methods to solve for the unknown on the path to innovation, creativity, and business growth, while avoiding bureaucracy and stagnationWhat sits above any person, project, function, or strategy in your organization?What impacts your company’s performance for years and decades?What shows up in nearly every interaction and decision in your organization?Like it or not, there are systems at work in your organization that standardize how people think, collaborate, and make decisions.These systems affect everything, yet they’re rarely discussed, managed, or even thought about. In Decision Sprint, innovation and growth expert Atif Rafiq argues that while talent is critically important to any company’s success, the systems through which collaboration and decision-making happen are what separate industry leaders from the rest—and that systems designed to embrace unknowns are quickest and most enduring way to foster growth, continuous innovation, and realization of strategy. This groundbreaking guide walks readers through the process of embracing unknowns from the start of a bright idea, strategic project, or new initiative through the steps of alignment and decision making with sponsors and executives.He distills his knowledge into 13 “superpowers” that rewire how people think, collaborate, and decide in order to foster fearless interaction with the unknown, constructive questioning, team-based problem solving, and a collective IQ lift for everyone involved in strategic or innovation initiatives. These superpowers include:Moving Upstream—to feed and smooth the way for downstream executionEstablishing Decision Sprints—to tap into the power of questioning, gather the right input and defeat the fear of unknownsCrafting Workflows—to bring decision sprint to life and streamline meetings and collaborationSocializing Knowledge—to solidify buy-in, creating alignment and “drama” free decision-making for important initiativesLanding and Expanding to Achieve Adoption—to drive change one initiative at a time, starting at the team levelLeveraging Digital Tools—to utilize game changing software to enable decision sprints and pave the way for a goldmine of data about upstream workPreparing for AI—to assist leader and management with new level of radar and signal about the momentum or lack of it when it comes to translating strategy into actionDistilling years of experience working in the upper echelons of both long-established corporations and Silicon Valley organizations, Atif Rafiq has learned that when a system works to embrace the unknowns that come with new growth and market opportunities, the results can be extraordinary. Leverage Rafiq’s superpowers to make innovation and creativity part of your company’s DNA—and build your organization into an industry leader that constantly makes the leap from identification of whitespaces, innovation, and growth opportunities to taking decisive action on them.
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Decision Paralysis
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Katy's Decision
After this summer, Katy’s life may change forever. Katy is looking forward to the best summer ever as her closest friend, Shelby, is staying with her after an accident forces her to miss her family’s mission trip.But when Katy’s aunt faces a serious illness and needs the girls to run the fabric store, Katy’s plans fall apart.Suddenly what should have been a summer of relaxation becomes filled with long hours at the shop.But then a Mennonite boy visits her community for the summer.His presence complicates her life, as do her feelings for Bryce, her non-Mennonite crush. Katy has several decisions to make by the time August arrives, the largest being whether she will attend school in the fall and follow her dreams, or continue on in her Mennonite life to help her family.Katy struggles to choose between the two worlds she loves, but the final decision may be out of her hands.
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Rachael's Decision
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Was my decision right?
As an AI language model, I don't have the ability to determine whether your decision was right or not. However, it's important to reflect on the factors that influenced your decision and consider the potential outcomes. If you made the decision based on careful consideration of the information available to you at the time, and with the best intentions, then it may have been the right decision for that moment. It's also important to remember that decisions can be complex and their outcomes may not always be immediately clear. It's okay to reassess and adjust your approach as needed.
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What is decision 15?
Decision 15 refers to a specific decision made within a particular context, so without further information it is difficult to provide a specific answer. Decision 15 could refer to a decision made within a company, a government, an organization, or any other context where decisions are made. To provide a more accurate answer, additional context or details about the specific decision 15 would be needed.
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Is a decision tolerated?
Whether a decision is tolerated depends on the context and the individuals involved. In some cases, a decision may be accepted and respected by all parties involved, leading to tolerance. However, in other situations, a decision may not be tolerated due to disagreement, conflict, or resistance from certain individuals or groups. Ultimately, the level of tolerance towards a decision can vary based on the specific circumstances and dynamics at play.
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What are decision games?
Decision games are interactive simulations that present players with a series of choices and consequences, allowing them to explore different outcomes based on their decisions. These games often involve strategic thinking, problem-solving, and critical decision-making skills. Players are typically tasked with managing resources, navigating complex scenarios, and dealing with uncertainty to achieve their objectives. Decision games can be used for educational purposes, training simulations, or simply for entertainment.
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