Vaughan Evans has been a strategy consultant since the mid-1980s, working with a broad range of corporate clients, from small firms to global giants, and with over 50 financier clients, both structured lenders and private equity. For the last ten years he has been independent, specialising in business strategy, business planning and strategic due diligence. Vaughan is a graduate of Downing College, Cambridge and a Sloan Fellow with distinction of London Business School. He has written four previous books including the bestseller The Financial Times Essential Guide to Writing a Business Plan.

• 1 Identifying key segments
• 2 Issue analysis (Minto)
• 3 The 80/20 principle (Pareto)
• 4 The segmentation mincer (Koch)
• 5 5C situation analysis
• 6 SWOT analysis (Andrews)
• 7 Setting long-term goals
• 8 Setting SMART objectives
• 9 Maximising shareholder value
• 10 Balancing stakeholder interests (corporate social responsibility)
• 11 Creating shared value (Porter and Kramer)
• 12 Economic value added (Stern Stewart)
• 13 Balanced scorecard and strategy map (Kaplan and Norton)
• 14 Core ideology (Collins and Porras)
• 15 Obliquity (Kay)
• 16 Business as a community (Handy)
• 17 Sizing the market and marketcrafting (Evans)
• 18 The HOOF approach to demand forecasting (Evans)
• 19 Income elasticity of demand
• 20 The five forces (Porter)
• 21 Assessing customer purchasing criteria
• 22 Deriving key success factors
• 23 Weighing economies of scale
• 24 Corporate environment as a sixth force
• 25 Complements as a sixth force (Brandenburger and Nalebuff)
• 26 PESTEL analysis
• 27 Rating competitive position
• 28 The resource and capability strengths/importance matrix (Grant)
• 29 The value chain (Porter)
• 30 The product/market matrix (Ansoff)
• 31 The attractiveness/advantage matrix (GE/McKinsey)
• 32 The growth/share matrix (BCG)
• 33 Profiling the ideal player
• 34 Identifying the capability gap
• 35 The strategic condition matrix (Arthur D. Little)
• 36 The 7S framework (McKinsey)
• 37 The opportunity/vulnerability matrix (Bain/L.E.K.)
• 38 Value proposition design (Ostervalder and Pigneur)
• 39 Three generic strategies (Porter) and the fatal bias (Goddard)
• 40 The experience curve (BCG)
• 41 Strategic repositioning and shaping profit growth options
• 42 Making the strategic investment decision
• 43 Blue ocean strategy (Kim and Mauborgne)
• 44 Fast second (Markides)
• 45 Beating the commodity trap (d'Aveni)
• 46 Discovery-driven growth (McGrath)
• 47 Lean startups (Blank and Ries)
• 48 The tipping point (Gladwell)
• 49 The price elasticity of demand (Marshall)
• 50 The strategic triangle (Ohmae)
• 51 The 4Ps marketing mix (McCarthy) and the purple cow (Godin)
• 52 Product quality and satisfaction (Kano)
• 53 The hierarchy of needs (Maslow)
• 54 The bottom of the pyramid (Prahalad and Leiberthal)
• 55 Reverse innovation (Govindarajan)
• 56 Business process redesign (Hammer and Champy)
• 57 Outsourcing
• 58 Optimising the corporate portfolio
• 59 Creating value from mergers, acquisitions and alliances
• 60 The corporate restructuring hexagon (McKinsey)
• 61 Creating parenting value (Goold, Campbell and Alexander)
• 62 Core competences (Hamel and Prahalad)
• 63 Strategically valuable resources (Collis and Montgomery)
• 64 Strategically distinctive resources (Barney)
• 65 Distinctive capabilities (Kay)
• 66 Distinctive competences (Snow and Hrebiniak)
• 67 Dynamic capabilities (Teece, Pisano and Shuen)
• 68 Deliberate and emergent strategy (Mintzberg)
• 69 Integrative thinking (Martin)
• 70 Stick to the knitting (Peters and Waterman)
• 71 Profit from the core (Zook)
• 72 The market-driven organisation (Day)