The Strategy Game

The Strategy Game. It's the most fun-filled way imaginable to hone your skills as a business strategist and decision maker.

The Strategy Game. It puts YOU at the helm of troubled MedTech, and challenges you, chapter by chapter, to hammer out tough choices that lead either to great success or abject failure.

The Strategy Game. It provides consequences for every decision you make. And each consequence will necessitate further action and more difficult choices!

The Strategy Game. A game you can play again and again to explore the outcome of different strategic choices. There's never been a business book quite like it!

• Introduction: The Adventure Begins

1. The Current Situation
2. Building an R&D Focus
3. Focusing on Marketing and Sales
4. Emphasizing Breakthrough Products
5. Stressing Improvement of Existing Products
6. Pursuing Customer Segmentation
7. Improving Customer Service
8. Acquiring FutureMed
9. Upgrading In-House R&D Capabilities
10. Making Better-Quality Products
11. Producing Lower-Cost Products
12. Sequencing Strategies
13. Separating Strategies
14. Returning to a Product-Based Strategy
15. Holding Firm to a Service-Based Strategy
16. Creating a New R&D Division
17. Integrating FutureMed
18. Implementing Total Quality Management
19. Adopting a Time-Based Competition Strategy
20. Pursuing More Decentralization
21. Expanding and Improving Micromarketing
22. Narrowing the Scope to Core Services
23. Expanding to a Broader Definition of Core Competence
24. Playing the Acquisition Game
25. Pioneering Innovation
26. Creating a Liberation-Management Paradigm
27. Adopting a Learning-Organization Paradigm
28. Seeking the Baldrige
29. Working Patiently toward Transformation
30. Undertaking a Crash Course
31. Changing the Structure of Work
32. Creating Value
33. Avoiding Head-On Competition
34. Monitoring Customer Expectations
35. Building Employee Commitment
36. Initiating Aggressive Global Expansion
37. Assimilating Current Acquisitions
38. Remaining Focused on Blood and Cell R&D
39. Expanding Beyond Blood and Cell R&D
40. Taking a Modified Deming Approach
41. Implementing the Pure Deming Model
42. Letting the Reorganization Emerge
43. Taking the Initiative to Reorganize
44. Pursuing a Differentiation Advantage
45. Developing a Cost Advantage
46. Creating New Approaches to Doing Business
47. Exploiting MedTech's Relative Superiority
48. Fine-Tuning Infrastructure and Design
49. Emphasizing People and Leadership
50. Forming Innovative Strategic Alliances
51. Structuring Traditional Mergers and Acquisitions
52. Researching Cell Transplants and Genetic Mapping
53. Improving Blood Analysis Technology
54. Increasing Individual Accountability
55. Improving Managerial Leadership
56. Nurturing the Right Attitude
57. Relying on Technique
58. Developing Further Sources of Product Differentiation
59. Perfecting a Single Source of Differentiation
60. Pursuing the Attack Stratagem
61. Launching a Stratagem from Superiority
62. Creating a Pattern of Renewal
63. Instituting a Measurement System
64. Organizing along Product-Country Groups
65. Organizing along Customer Lines
66. Redirecting R&D and Marketing Efforts
67. Forging Ahead with a Singular Focus
68. A Ranking of the Successful Outcomes

Role-playing for managers. If you don't win at the second try, you better retire.