Understanding company strategy: an introduction to thinking and acting strategically
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Oxford u.a.
Blackwell
1990
|
| Ausgabe: | 1. publ. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XV, 233 S. graph. Darst. |
| ISBN: | 0631170332 |
Internformat
MARC
| LEADER | 00000nam a2200000 c 4500 | ||
|---|---|---|---|
| 001 | BV004475725 | ||
| 003 | DE-604 | ||
| 005 | 19910910 | ||
| 007 | t | ||
| 008 | 910910s1990 d||| |||| 00||| eng d | ||
| 020 | |a 0631170332 |9 0-631-17033-2 | ||
| 035 | |a (OCoLC)20826551 | ||
| 035 | |a (DE-599)BVBBV004475725 | ||
| 040 | |a DE-604 |b ger |e rakddb | ||
| 041 | 0 | |a eng | |
| 049 | |a DE-384 |a DE-703 |a DE-473 |a DE-188 | ||
| 050 | 0 | |a HD30.28 | |
| 082 | 0 | |a 658.4/012 |2 20 | |
| 084 | |a QP 300 |0 (DE-625)141850: |2 rvk | ||
| 084 | |a QP 320 |0 (DE-625)141853: |2 rvk | ||
| 100 | 1 | |a Houlden, Brian |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Understanding company strategy |b an introduction to thinking and acting strategically |c Brian Houlden |
| 250 | |a 1. publ. | ||
| 264 | 1 | |a Oxford u.a. |b Blackwell |c 1990 | |
| 300 | |a XV, 233 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 650 | 7 | |a Bedrijfsbeleid |2 gtt | |
| 650 | 7 | |a Strategisch management |2 gtt | |
| 650 | 4 | |a Strategic planning | |
| 650 | 0 | 7 | |a Strategisches Management |0 (DE-588)4124261-0 |2 gnd |9 rswk-swf |
| 689 | 0 | 0 | |a Strategisches Management |0 (DE-588)4124261-0 |D s |
| 689 | 0 | |5 DE-604 | |
| 856 | 4 | 2 | |m HBZ Datenaustausch |q application/pdf |u http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=002773445&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |3 Inhaltsverzeichnis |
| 999 | |a oai:aleph.bib-bvb.de:BVB01-002773445 | ||
Datensatz im Suchindex
| _version_ | 1804118641344512000 |
|---|---|
| adam_text | Contents
Foreword by Sir Adrian Cadbury xiii
Acknowledgements xv
Introduction 1
PART I SETTING THE SCENE 7
1 What is Company Strategy and Why is it 9
Important?
1.1 Examples of Strategic Action 9
1.1.1 Diversification versus Concentration 9
1.1.2 Responding to a Changing Environment 9
1.1.3 The Takeover Trail 10
1.1.4 What is the Best Strategy? 11
1.2 What is Company Strategy? 12
1.2.1 Different Structures, Different Strategies 12
1.2.2 The Crucial Questions 13
1.3 The Importance of Company Strategy 14
1.3.1 Good Strategy and Good Management 14
1.3.2 Strategy and Survival: an Example 14
2 Responsibility for Corporate Strategy 16
2.1 The Corporate Board and the Managing 16
Director
2.1.1 The Legal Obligations of Directors 16
2.1.2 Competence and Competition 17
2.1.3 The Main Roles of the Board 17
2.1.4 Strategy Proposals: Involvement and 18
Detachment
2.1.5 The Composition of the Board 18
v
Contents
2.2 Divisions and Subsidiary Businesses and their 20
Executives
2.2.1 The Strategic Planning Needs of a Group 20
2.2.2 The Need for Strategic Competence at 20
Subsidiary Level
PART II COMPANY STRATEGY FOR A SINGLE 21
BUSINESS
3 Formulating Strategy: A Business and its Environment 21
3.1 What is a Business Strategy? 23
3.2 Crafting Strategy : How is it Done? 24
3.3 Winners and Losers: How Businesses Evolve 26
3.3.1 Adapting to the Environment 26
3.3.2 The Life of a Business: Choice and Change 27
3.3.3 Learning to Learn: a Sense of History 28
3.3.4 Being Prepared for Change 29
3.3.5 Keeping Up with the Times 29
3.4 The Purpose of a Business 30
3.4.1 The Need for Cohesion 30
3.4.2 Defining the Purpose 31
3.5 The Strategic Horizon 31
3.5.1 The Inherent Momentum of a Business 32
3.5.2 Choosing Direction: Start with the Present 32
3.5.3 The Future: Next Week, Next Year, Next 32
Decade?
3.6 Success and its Measurement 33
3.6.1 Taking Stock 33
3.6.2 How Much Room for Manoeuvre? 34
3.6.3 The Importance of Relative Position 34
3.6.4 The Picture over Time 34
3.6.5 Which Indicators to Examine? 35
3.7 Who Are the Competitors? 38
3.7.1 Ways of Defining the Competition 38
3.7.2 Changes in the Pattern of Competition 39
3.7.3 Pinpointing the Key Competitors 39
4 Describing the Strategic Situation of a Business 41
4.1 Getting a Full and Accurate Picture 41
4.2 A Simple Framework: the TOWS (or SWOT) 42
Matrix
vi
Contents
4.2.1 Matching Strengths and Opportunities 44
4.2.2 One Business, One Matrix 44
4.3 Constructing a More Complete Description 44
4.3.1 Selecting Environmental Factors 44
4.3.2 The First Step: Understanding the Market 45
and Competitors
4.3.3 The Second Step: Pressure Factors 46
4.3.4 Exploring the Relationships among Factors 47
4.3.5 The Last Step: the Wider Environment 47
4.3.6 Using the Whole Framework 4g
4.4 Reviewing Performance: Asking the Right 48
Questions
4.4.1 Starting Points 48
5 Key Issues and Strategy Choice in Various Actual 52
Situations
5.1 Introduction 52
5.1.1 The Examples Chosen for this Chapter 52
5.1.2 Highlighting the Key Issues in Strategy Choice 53
5.1.3 From Survival to Diversification 53
5.2 Survival and Recovery 54
5.2.1 Recognizing a Crisis Early: the Need 54
for Vigilance
5.2.2 Example: a Printing Company on the Brink 55
5.2.3 Factors Affecting Survival Chances 57
in Recession
5.2.4 Why and How do Companies Fail? 58
5.2.5 The Behaviour of Senior Executives during a 60
Survival Crisis
5.2.6 Strategies for Survival and Recovery 62
5.3 A Business Requiring no Change in Focus but 64
Underperforming
5.3.1 The Continuing Quest for Improvement 64
5.3.2 Example: Grass Concrete Learning 65
after the Launch
5.3.3 Example: Jaguar s Decline and Recovery 67
5.3.4 Lack of Co ordination between Marketing 69
and Production
5.3.5 Example: Marketing and Production at 71
Cross Purposes
vii
Contents
5.4 A Business Facing Deteriorating Performance 72
and Requiring a Major Change in Strategic
Focus
5.4.1 The Product Life Cycle 72
5.4.2 The Business Area Life Pattern 73
5.4.3 Example: a Narrowboat Builder Faces Loss 76
of Core Market
5.5 Diversification beyond a Single Business 80
5.5.1 The Need for Forethought 80
5.5.2 Why Diversify? 81
5.5.3 Planning Diversification 82
5.5.4 Example: Window Frames to Aluminium 82
Pressings
5.5.5 Broad or Focused Growth during 86
Diversification: an Analogy
5.5.6 Example: Selective Diversification in 88
Electrical Components and Assemblies
PART III COMPANY STRATEGY FOR A 93
MULTI BUSINESS GROUP
6 A Group and its Environment 95
6.1 The Nature of a Group 95
6.1.1 Size and Diversity 95
6.1.2 Different Types of Group 96
6.1.3 Factors Shared by all Types of Group 97
6.2 Economies and Diseconomies of Scale 97
6.2.1 The Benefits of Technological Progress 98
6.2.2 Increased Power and Joint Functions 98
6.2.3 Recognizing Diseconomies of Scale 98
6.2.4 The Effects of Scale in Different Contexts 99
6.3 Synergy, Value Chains and Company 100
Cement
6.3.1 Synergy 101
6.3.2 Adding Value: Value Chains 101
6.3.3 Company Cement 102
6.4 Technology Choice, Ideas and Management 103
of R D
6.4.1 The Need for Balance between Technology 103
and Marketing
6.4.2 Technology Choice and Company Size 104
6.4.3 Formulating a Technology Strategy 104
viii
Contents
7 Describing the Strategic Situation of a Group 109
7.1 Group Strategy and Group Raison d etre 109
7.1.1 The Group Environment 110
7.1.2 What is Involved in Changing Group 110
Strategy?
7.1.3 Taking Stock of the Group Theme 112
7.2 A Group of Unrelated Businesses 112
7.2.1 Skills of Group and of Business Executives 113
7.2.2 Competitive Strengths and Weaknesses 113
7.2.3 Strategy Options for Conglomerates 113
7.3 A Group of Closely Related Businesses 114
7.3.1 Factors Binding the Constituent Companies 114
Together
7.3.2 The Role of Group Executives 114
7.3.3 A Flexible Approach Towards Strategy 115
7.3.4 Beware Blurring of Accountability 116
7.4 A Group of Loosely Related Businesses 116
7.4.1 Is Synergy Possible? 116
7.4.2 Alternative Benefits to Synergy 117
7.4.3 The Emergence of Business Groups 117
7.4.4 Growth, Synergy or Decomposition? 118
7.5 A Group Containing Sets of Closely Related 118
Businesses
7.5.1 Beyond Divisional Structure: Business 118
Groups
7.5.2 The Need for Organizational Change 119
7.5.3 Group Roles: Managing and Reviewing a 119
Complex Structure
8 Key Issues in Various Group Strategy Situations 121
8.1 Facing up to Increasingly Global Competition 121
8.1.1 Responding to the European Challenge 121
8.1.2 In Pursuit of Global Dominance 123
8.1.3 Strategies for Competing Globally 124
8.2 Should an Underperforming Conglomerate 125
Divisionalize? Example: Norcros
8.2.1 How the Conglomerate Formed 126
8.2.2 The Original Advantages Fade 126
8.2.3 Early Attempts to Remedy Matters 126
8.2.4 The Decision to Divisionalize 126
ix
Contents
8.2.5 Why Further Structural Changes were 127
Needed
8.2.6 Honing the Divisional Structure 128
8.3 Diversification to Reduce the Impact of 129
Possible Decline in the Core Business
8.3.1 A Route for the Larger Firm 129
8.3.2 Example: Dobson Park Industries 130
8.3.3 Shifting the Company Core: a Pictorial 132
Representation
8.4 Reallocating Resources to Areas of Growth: 134
the Business Portfolio
8.4.1 The Drawbacks of Ad Hoc Management 134
8.4.2 Strategic Preparation for Investment 135
Decisions
8.4.3 Example: ICI s Strategic Redirection 136
8.4.4 Using the Boston Matrix 137
PART IV IMPROVING YOUR COMPANY S STRATEGIC 139
CAPABILITY
9 A Company s Strategic Management Capability 141
9.1 Different Company Attitudes to Strategy 141
9.2 How Does Your Company Score on Strategic 142
Capability?
10 Corporate Strategic Planning Processes and their 144
Contribution to Effective Strategy
10.1 Systematic Corporate Strategic Planning 144
10.1.1 When a More Formal Framework is Needed 144
10.1.2 The Need for Involvement at the Highest 145
Levels
10.1.3 Designing an Effective System: Common 145
Pitfalls
10.1.4 Different Companies need Different 145
Systems
10.1.5 Strategic Planning is not Budgeting! 145
10.2 The Benefits Sought from Introducing 146
Corporate Strategic Planning
10.3 Data, Uncertainty and Risk 148
10.4 Short , Medium and Long Term Planning 149
and the Use of Scenarios
10.4.1 How Far Ahead Should the Plans Stretch? 149
x
Contents
10.4.2 How Long is the Long Term? 150
10.4.3 The Use of Scenarios 150
10.4.4 The Medium Term and the Short Term 150
10.4.5 Different Horizons for Different Situations 151
10.5 From the First Introduction of Corporate 152
Planning to its Effective Operation
10.5.1 Introducing the Process: the Need for a 152
Considered Approach
10.5.2 The Time Horizon for the First Plan 154
10.5.3 Improving the Process 155
10.6 How Does Your Company Measure Up? 155
11 Internal and External Consultants and their 157
Contribution
11.1 Introduction: Going it Alone , Consultants 157
and Corporate Planners
11.2 Internal Corporate Planning Units 158
11.2.1 The Current Presence of Corporate 158
Planning Units in UK Firms
11.2.2 What Determines the Presence or 159
Absence of a Corporate Planning Unit?
11.2.3 How Corporate Planning Units Evolve 160
11.3 External Strategy Consultants 162
11.3.1 The Main Types of Strategy Consultant 163
11.3.2 The Cost of Employing a Consultant 163
11.3.3 The Services Offered by Consultants 164
11.4 Concepts and Techniques Consultants Use 165
11.4.1 The Post war Proliferation of Management 165
Techniques
11.4.2 Operational Techniques and Strategic 165
Techniques
11.4.3 Concept, Coarse Technique, Refined 167
Technique
11.4.4 Understanding How to Use Techniques 167
11.4.5 Example: the Boston Matrix in Action 168
12 Towards Better Strategic Management of Your 171
Company
12.1 Recognizing the Need 171
12.2 Calling on Appropriate Assistance 172
12.3 The Starting Remit for a Consultant 172
12.3.1 Introducing a Corporate Planning Unit 172
xi
Contents
12.3.2 External Consultants: Designing a 173
Process or Addressing an Issue
12.4 Developing your Personal Strategic 174
Ability
12.4.1 Assessing Consultants and What They 174
are Offering to Do
12.4.2 Discussing Strategy with Colleagues 175
12.4.3 Further Reading 175
APPENDICES
A Using the TOWS Matrix and Strategies in a 179
Changing Environment: Newprint Ltd
B Using the More Detailed Framework: Weston 200
Hydraulics Ltd
C Using the Group Strategy Framework: Steel 219
Springs Ltd
D A Brief Introduction to some of the Techniques 227
Strategy Consultants Use
References 230
xii
|
| any_adam_object | 1 |
| author | Houlden, Brian |
| author_facet | Houlden, Brian |
| author_role | aut |
| author_sort | Houlden, Brian |
| author_variant | b h bh |
| building | Verbundindex |
| bvnumber | BV004475725 |
| callnumber-first | H - Social Science |
| callnumber-label | HD30 |
| callnumber-raw | HD30.28 |
| callnumber-search | HD30.28 |
| callnumber-sort | HD 230.28 |
| callnumber-subject | HD - Industries, Land Use, Labor |
| classification_rvk | QP 300 QP 320 |
| ctrlnum | (OCoLC)20826551 (DE-599)BVBBV004475725 |
| dewey-full | 658.4/012 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4/012 |
| dewey-search | 658.4/012 |
| dewey-sort | 3658.4 212 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 1. publ. |
| format | Book |
| fullrecord | <?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01465nam a2200397 c 4500</leader><controlfield tag="001">BV004475725</controlfield><controlfield tag="003">DE-604</controlfield><controlfield tag="005">19910910 </controlfield><controlfield tag="007">t</controlfield><controlfield tag="008">910910s1990 d||| |||| 00||| eng d</controlfield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">0631170332</subfield><subfield code="9">0-631-17033-2</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(OCoLC)20826551</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)BVBBV004475725</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-604</subfield><subfield code="b">ger</subfield><subfield code="e">rakddb</subfield></datafield><datafield tag="041" ind1="0" ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="049" ind1=" " ind2=" "><subfield code="a">DE-384</subfield><subfield code="a">DE-703</subfield><subfield code="a">DE-473</subfield><subfield code="a">DE-188</subfield></datafield><datafield tag="050" ind1=" " ind2="0"><subfield code="a">HD30.28</subfield></datafield><datafield tag="082" ind1="0" ind2=" "><subfield code="a">658.4/012</subfield><subfield code="2">20</subfield></datafield><datafield tag="084" ind1=" " ind2=" "><subfield code="a">QP 300</subfield><subfield code="0">(DE-625)141850:</subfield><subfield code="2">rvk</subfield></datafield><datafield tag="084" ind1=" " ind2=" "><subfield code="a">QP 320</subfield><subfield code="0">(DE-625)141853:</subfield><subfield code="2">rvk</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Houlden, Brian</subfield><subfield code="e">Verfasser</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Understanding company strategy</subfield><subfield code="b">an introduction to thinking and acting strategically</subfield><subfield code="c">Brian Houlden</subfield></datafield><datafield tag="250" ind1=" " ind2=" "><subfield code="a">1. publ.</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="a">Oxford u.a.</subfield><subfield code="b">Blackwell</subfield><subfield code="c">1990</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">XV, 233 S.</subfield><subfield code="b">graph. Darst.</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="b">n</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="b">nc</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="650" ind1=" " ind2="7"><subfield code="a">Bedrijfsbeleid</subfield><subfield code="2">gtt</subfield></datafield><datafield tag="650" ind1=" " ind2="7"><subfield code="a">Strategisch management</subfield><subfield code="2">gtt</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Strategic planning</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Strategisches Management</subfield><subfield code="0">(DE-588)4124261-0</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="689" ind1="0" ind2="0"><subfield code="a">Strategisches Management</subfield><subfield code="0">(DE-588)4124261-0</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2=" "><subfield code="5">DE-604</subfield></datafield><datafield tag="856" ind1="4" ind2="2"><subfield code="m">HBZ Datenaustausch</subfield><subfield code="q">application/pdf</subfield><subfield code="u">http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=002773445&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA</subfield><subfield code="3">Inhaltsverzeichnis</subfield></datafield><datafield tag="999" ind1=" " ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-002773445</subfield></datafield></record></collection> |
| id | DE-604.BV004475725 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T16:13:31Z |
| institution | BVB |
| isbn | 0631170332 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-002773445 |
| oclc_num | 20826551 |
| open_access_boolean | |
| owner | DE-384 DE-703 DE-473 DE-BY-UBG DE-188 |
| owner_facet | DE-384 DE-703 DE-473 DE-BY-UBG DE-188 |
| physical | XV, 233 S. graph. Darst. |
| publishDate | 1990 |
| publishDateSearch | 1990 |
| publishDateSort | 1990 |
| publisher | Blackwell |
| record_format | marc |
| spelling | Houlden, Brian Verfasser aut Understanding company strategy an introduction to thinking and acting strategically Brian Houlden 1. publ. Oxford u.a. Blackwell 1990 XV, 233 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Bedrijfsbeleid gtt Strategisch management gtt Strategic planning Strategisches Management (DE-588)4124261-0 gnd rswk-swf Strategisches Management (DE-588)4124261-0 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=002773445&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Houlden, Brian Understanding company strategy an introduction to thinking and acting strategically Bedrijfsbeleid gtt Strategisch management gtt Strategic planning Strategisches Management (DE-588)4124261-0 gnd |
| subject_GND | (DE-588)4124261-0 |
| title | Understanding company strategy an introduction to thinking and acting strategically |
| title_auth | Understanding company strategy an introduction to thinking and acting strategically |
| title_exact_search | Understanding company strategy an introduction to thinking and acting strategically |
| title_full | Understanding company strategy an introduction to thinking and acting strategically Brian Houlden |
| title_fullStr | Understanding company strategy an introduction to thinking and acting strategically Brian Houlden |
| title_full_unstemmed | Understanding company strategy an introduction to thinking and acting strategically Brian Houlden |
| title_short | Understanding company strategy |
| title_sort | understanding company strategy an introduction to thinking and acting strategically |
| title_sub | an introduction to thinking and acting strategically |
| topic | Bedrijfsbeleid gtt Strategisch management gtt Strategic planning Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | Bedrijfsbeleid Strategisch management Strategic planning Strategisches Management |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=002773445&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT houldenbrian understandingcompanystrategyanintroductiontothinkingandactingstrategically |