Introduction

My aim in this book, as in the previous editions, has been to cover the concepts and principles of strategic management, but not to stop there. Concepts and principles are of limited value unless people know how to apply them, and much of the book is devoted to application. In fact I would argue that those who never get deeper than the overall concepts are unlikely to know very much about their subject. But I would maintain also that those who believe they are expert in methods and techniques are only likely to have a true depth of expertise when it is built on a sound conceptual platform. Theory and practice are two sides of a coin, and the true expert will have both.

There are many ideas about strategic management, and the subject ...

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