The Strategy Game

An Interactive Business Game Where You Make or Break the Company

Craig R. Hickman

Publisher: McGraw-Hill, 1993, 246 pages

ISBN: 0-07-028725-2

Keywords: Strategy

Last modified: July 8, 2021, 11:08 p.m.

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


The Strategy Game

Reviewed by Roland Buresund

Mediocre **** (4 out of 10)

Last modified: May 21, 2007, 2:51 a.m.

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


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