Exploring corporate strategy: text and cases
Saved in:
| Main Authors: | , |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
New York, NY u.a.
Prentice Hall
1993
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| Edition: | 3. ed. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XXIV, 733 S. graph. Darst. |
| ISBN: | 013297441X |
Staff View
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Record in the Search Index
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| adam_text |
Titel: Exploring corporate strategy
Autor: Johnson, Gerry
Jahr: 1993
Contents
List of illustrations xiii
List of figures xv
Preface xix
PART I INTRODUCTION
Chapter 1 Corporate strategy: an introduction 3
1.1 The nature of corporate strategy 4
1.1.1 The characteristics of Strategie decisions 5
1.1.2 Levels of strategy 10
1.1.3 The vocabulary of strategy 12
1.2 Strategie management 14
1.2.1 Strategie analysis 77
1.2.2 Strategie choiee #0
1.2.3 Strategy implementation 21
1.2.4 A summary of the Strategie management process 22
1.3 Strategie management in different contexts 23
1.3.1 The small business context 26
1.3.2 The multinational Corporation 26
1.3.3 Manufacturing and service organisations 27
1.3.4 Strategy in the public sector 27
1.3.5 The voluntary and not-for-profit sectors 29
1.3.6 Professional organisations 29
1.4 Summary: the challenge of Strategie management 30
References 32
Recommended key readings 33
Work assignments 33
Chapter 2 Strategie management in practice 34
2.1 Introduction 34
vi Contents
2.2 Patterns of strategy development 35
2.2.1 Incremental strategy development 35
2.2.2 Intended and realised strategies 38
2.2.3 Emergent, opportunistic and imposed strategies 38
2.3 Explaining strategy development 39
2.3.1 The 'natural selection' view 40
2.3.2 The planning view 40
2.3.3 The logical incremental view 43
2.3.4 The cultural view 46
2.3.5 The political view 51
2.3.6 The visionary view 52
2.3.7 Integrating views of strategy development 54
2.4 Strategie decision-making processes in action 56
2.4.1 Elements of Strategie decision-making processes 58
2.4.2 The cultural web 60
2.4.3 The risk of Strategie drift 63
2.5 Summary and implications for the study of strategy 65
References 69
Recommended key readings 71
Work assignments 71
PART II STRATEGIC ANALYSIS
Chapter 3 Analysing the environment 75
3.1 Introduction 75
3.2 Understanding the nature ofthe environment 77
3.3 Auditing environmental influences 79
3.3.1 PESTanalysis 82
3.3.2 The use of scenarios 85
3.4 Structural analysis of the competitive environment 87
3.4.1 The threat of entry 88
3.4.2 The power of buyers and suppliers 90
3.4.3 The threat of Substitutes 93
3.4.4 Competitive rivalry 93
3.4.5 Key questions arising from structural analysis 94
3.5 Identifying the organisation's competitive position 96
3.5.1 Competitive analysis 97
3.5.2 Strategie group analysis 98
3.5.3 Market segments and market power 101
3.5.4 Market share and market growth 103
3.5.5 Market attractiveness and business strength 106
3.6 Summary 107
References 111
Contents vii
Recommended key readings 112
Work assignments 113
Chapter 4 Analysing resources and Strategie capability 775
4.1 Introduction 115
4.2 Resource audit 119
4.3 Value chain analysis 120
4.3.1 Resource utilisation 123
4.3.2 Analysing cost efficiency 128
4.3.3 Analysing effectiveness 132
4.3.4 Control of resources 133
4.3.5 Financial analyses 135
4.4 Comparative analysis 138
4.4.1 Historical analysis 138
4.4.2 Comparison with industry norms 139
4.4.3 Best practice analysis 140
4.5 Assessing the balance of resources 143
4.5.1 Portfolio analyses 144
4.5.2 Balance of skills/personalities 146
4.5.3 Flexibility analysis 748
4.6 Identification of key issues 148
4.6.1 SWOT analysis 148
4.6.2 Core competences 757
4.7 Summary 152
References 153
Recommended key readings 154
Work assignments 154
Chapter 5 Culture and stakeholder expeetations 756
51 Introduction 156
5.2 The cultural context of strategy 158
5.2.1 External influences 158
5.2.2 Internal influences 162
5.3 Stakeholder analysis 171
5.3.1 Conflicts of expeetations 172
5.3.2 Identifying stakeholders 173
5.3.3 Stakeholder mapping 775
5.4 Power 778
5.4.1' Sources of power within organisations 178
5.4.2 Sources of power for external stakeholders 182
5.4.3 Methods of assessing power 183
•5-5 Organisational purposes 186
5.5.1 Mission 186
viii Contents
5.5.2 Corporate objectives 788
5.5.3 Unit objectives 190
5.5.4 The precision of objectives 790
5.6 Business ethics 191
5.6.1 The role ofbusiness in society 192
5.6.2 Corporate social responsibility 194
5.6.3 The role of individuals/managers 195
5.7 Summary 198
References 798
Recommended key readings 799
Work assignments 200
PART IM STRATEGIC CHOICE
Chapter 6 Strategie options 203
6.1 Introduction 203
6.2 Generic strategies 204
6.2.1 Porter's generic strategies 204
6.2.2 Some problems with generic strategy coneepts 205
6.3 Market-based generic strategies: the 'strategy clock' 209
6.3.1 Price-based strategies (routes 1, 2) 210
6.3.2 Value added, or differentiation strategies (route 4) 212
6.3.3 The hybrid strategy (route 3) 213
6.3.4 Focused differentiation (route 5) 213
6.3.5 Failure strategies (routes 6, 7, 8) 216
6.4 Sustaining and operationalising generic strategies 216
6.4.1 Cost and the value chain 217
6.4.2 Differentiation and linkages within the value chain 217
6.4.3 Differentiation through linkages across value chains £78
6.4.4 The management challenge of generic strategies 219
6.5 Alternative directions for strategy development 221
6.5.1 Withdrawal 222
6.5.2 Consolidation 223
6.5.3 Market penetration 225
6.5.4 Product development 226
6.5.5 Market development 227
6.5.6 Diversiflcation 227
6.6 Alternative methods of strategy development 231
6.6.1 Internal development 231
6.6.2 Mergers and acquisitions 233
6.6.3 Joint development and Strategie alliances 235
6.7 Summary 239
References 240
Contents ix
Recommended key readings 242
Work assignments 243
Chapter 7 Strategy evaluation 1:
Assessing the suitability of strategies 244
7.1 Introduction 244
7.2 Evaluation criteria 244
7.2.1 Suitability 244
7.2.2 Feasibility 245
7.2.3 Acceptability 246
7.3 A framework for evaluating strategies 246
7.4 Strategie logic 248
7.4.1 Portfolio analyses 249
7.4.2 Life cycle analyses 250
7.4.3 Value chain analyses 254
7.5 Cultural fit 259
7.5.1 Embryonic stage 259
7.5.2 Growth 260
7.5.3 Maturity 261
7.5.4 Decline 261
7.6 Research evidence 263
7.6.1 The importance of market share 264
7.6.2 Consolidation strategies 264
7.6.3 Related developments 266
7.6.4 Diversincation and Performance 268
7.6.5 Public-sector strategies 270
7.7 Screening options 271
7.7.1 Bases for comparison 272
7.7.2 Ranking 273
7.7.3 Decision trees 274
7.7.4 Scenarios 275
7.8 Summary 277
References 278
Recommended key readings 279
Work assignments 279
Chapter 8 Strategy evaluation 2: Making choiees 287
8.1 Introduction 281
8.2 Analysing return 281
8.2.1 Profitability analyses 282
8.2.2 Cosl/benent analysis 285
8.2.3 Shareholder value analysis 288
8.3 Analysing risk 289
x Contents
8.3.1 Financial ratio projections 289
8.3.2 Sensitivity analysis 291
8.3.3 Decision matrices 292
8.3.4 Simulation modelling 296
8.3.5 Heuristic modeis 297
8.4 Analysing stakeholder reactions 297
8.5 Analysing feasibility 300
8.5.1 Funds flow analysis 300
8.5.2 Break-even analysis 301
8.5.3 Resource deployment analysis 302
8.6 Selection of strategies 304
8.6.1 Selection against objectives 304
8.6.2 Referral to a higher authority 305
8.6.3 Partial implementation 305
8.6.4 Outside agencies 306
8.7 Summary 307
References 308
Recommended key readings 308
Work assignments 309
PART IV STRATEGY IMPLEMENTATION
Chapter 9 Planning and allocating resources 373
9.1 Introduction 313
9.2 Resource planning at the corporate level 314
9.2.1 Few resource changes 315
9.2.2 Allocations during growth 316
9.2.3 Allocating resources in statte or declining situations 317
9.2.4 Allocating shared resources 317
9.3 Resource planning at the business level 320
9.3.1 Resource identification 321
9.3.2 Fit with existing resources 325
9.3.3 Fit between required resources 326
9.4 Preparing resource plans 326
9.4.1 Critical success factors and key tasks 328
9.4.2 Planning priorities 329
9.4.3 Testing key assumptions 332
9.4.4 Financial planning and budgeting 333
9.4.5 Manpower planning 334
9.4.6 Network analysis 337
9.5 Summary 339
References 341
Recommended key readings 342
Work assignments 342
Contents xi
Chapter 10 Organisation structure and design 344
10.1 Introduction 344
10.2 Structural types 345
10.2.1 The simple structure 345
10.2.2 The functional structure 345
10.2.3 The multidivisional structure 346
10.2.4 The holding Company structure 347
10.2.5 The matrix structure 349
10.2.6 Intermediate structures and structural variations 353
10.2.7 Structural types in multinational companies 353
10.3 The elements of organisational design 356
10.4 Centralisation vs devolution 358
10.4.1 Strategie planning 358
10.4.2 Financial control 361
10.4.3 Strategie control 362
10.5 Organisational conftgurations 364
10.5.1 Choosing a configuration 367
10.6 Management Systems and control 370
10.6.1 Control through Information and measurement 370
10.6.2 Control through reward Systems 373
10.7 Influences on organisational design 376
10.7.1 Type of strategy 377
10.7.2 Operational processes and technology 378
10.7.3 Organisational type 379
10.7.4 The environment 380
10.8 Summary 381
References 383
Recommended key readings 384
Work assignments 385
Chapter 11 Managing Strategie change 386
11.1 Introduction 386
11.2 Understanding processes of Strategie change 387
11.2.1 A Systems view of incremental change 388
11.2.2 Unfreezing and the management of Strategie change 389
11.3 Diagnosing Strategie change needs 390
11.3.1 Detecting Strategie drift 397
11.3.2 Identifying barriers to Strategie change 393
11.4 Managing the Strategie change process 394
11.4.1 Styles of managing Strategie change 395
11.4.2 Changes in organisational routines 398
11.4.3 Symbolic activity in managing change 401
11.4.4 Political processes 405
xii Contents
11.5 Leadership and change agency 411
11.6 Conclusions 414
11.6.1 Environmental assessment 414
11.6.2 Leading change 414
11.6.3 Linking Strategie and operational change 415
11.6.4 Strategie human resource management 416
11.6.5 Coherence in managing change 416
11.6.6 Pulling it all together 417
References 417
Recommended key readings 421
Work assignments 422
CASE STUDIES
A guide to using the case studies 427
British Steel 431
Planning in Shell 435
The European brewing industry 1992 444
Courage Ltd 475
Brasseries Kronenbourg 482
Laura Ashley Holdings plc 495
The Crucible Theatre 526
A note on the world automobile industry 558
Peugeot SA Group 571
The Rover/Honda alliance 591
Vitalograph 603
The News Corporation 623
Electrolux: the acquisition and Integration of Zanussi 657
A strategy for change at KPMG 676
The Burton Group (A) 686
The Burton Group (B) 697
The Burton Group (C) 770
Index of companies and organisations 725
General index 727 |
| any_adam_object | 1 |
| author | Johnson, Gerry Scholes, Kevan |
| author_GND | (DE-588)170321231 (DE-588)170426017 |
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| dewey-full | 658.4012 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4012 |
| dewey-search | 658.4012 |
| dewey-sort | 3658.4012 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 3. ed. |
| format | Book |
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| genre | 1\p (DE-588)4006432-3 Bibliografie gnd-content 2\p (DE-588)4123623-3 Lehrbuch gnd-content 3\p (DE-588)4522595-3 Fallstudiensammlung gnd-content |
| genre_facet | Bibliografie Lehrbuch Fallstudiensammlung |
| id | DE-604.BV009691955 |
| illustrated | Illustrated |
| indexdate | 2024-07-20T06:40:11Z |
| institution | BVB |
| isbn | 013297441X |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-006409703 |
| oclc_num | 605950504 |
| open_access_boolean | |
| owner | DE-19 DE-BY-UBM DE-188 DE-355 DE-BY-UBR |
| owner_facet | DE-19 DE-BY-UBM DE-188 DE-355 DE-BY-UBR |
| physical | XXIV, 733 S. graph. Darst. |
| publishDate | 1993 |
| publishDateSearch | 1993 |
| publishDateSort | 1993 |
| publisher | Prentice Hall |
| record_format | marc |
| spelling | Johnson, Gerry Verfasser (DE-588)170321231 aut Exploring corporate strategy text and cases Gerry Johnson ; Kevan Scholes 3. ed. New York, NY u.a. Prentice Hall 1993 XXIV, 733 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Strategisch management gtt Strategische planning gtt Business planning Strategic planning Planung (DE-588)4046235-3 gnd rswk-swf Strategische Planung (DE-588)4309237-8 gnd rswk-swf Unternehmensplanung (DE-588)4078609-2 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf Strategie (DE-588)4057952-9 gnd rswk-swf Geschäftsplan (DE-588)4156961-1 gnd rswk-swf 1\p (DE-588)4006432-3 Bibliografie gnd-content 2\p (DE-588)4123623-3 Lehrbuch gnd-content 3\p (DE-588)4522595-3 Fallstudiensammlung gnd-content Unternehmensplanung (DE-588)4078609-2 s Strategische Planung (DE-588)4309237-8 s DE-604 Strategisches Management (DE-588)4124261-0 s DE-188 Geschäftsplan (DE-588)4156961-1 s Strategie (DE-588)4057952-9 s Planung (DE-588)4046235-3 s 4\p DE-604 Scholes, Kevan Verfasser (DE-588)170426017 aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=006409703&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 2\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 3\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 4\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Johnson, Gerry Scholes, Kevan Exploring corporate strategy text and cases Strategisch management gtt Strategische planning gtt Business planning Strategic planning Planung (DE-588)4046235-3 gnd Strategische Planung (DE-588)4309237-8 gnd Unternehmensplanung (DE-588)4078609-2 gnd Strategisches Management (DE-588)4124261-0 gnd Strategie (DE-588)4057952-9 gnd Geschäftsplan (DE-588)4156961-1 gnd |
| subject_GND | (DE-588)4046235-3 (DE-588)4309237-8 (DE-588)4078609-2 (DE-588)4124261-0 (DE-588)4057952-9 (DE-588)4156961-1 (DE-588)4006432-3 (DE-588)4123623-3 (DE-588)4522595-3 |
| title | Exploring corporate strategy text and cases |
| title_auth | Exploring corporate strategy text and cases |
| title_exact_search | Exploring corporate strategy text and cases |
| title_full | Exploring corporate strategy text and cases Gerry Johnson ; Kevan Scholes |
| title_fullStr | Exploring corporate strategy text and cases Gerry Johnson ; Kevan Scholes |
| title_full_unstemmed | Exploring corporate strategy text and cases Gerry Johnson ; Kevan Scholes |
| title_short | Exploring corporate strategy |
| title_sort | exploring corporate strategy text and cases |
| title_sub | text and cases |
| topic | Strategisch management gtt Strategische planning gtt Business planning Strategic planning Planung (DE-588)4046235-3 gnd Strategische Planung (DE-588)4309237-8 gnd Unternehmensplanung (DE-588)4078609-2 gnd Strategisches Management (DE-588)4124261-0 gnd Strategie (DE-588)4057952-9 gnd Geschäftsplan (DE-588)4156961-1 gnd |
| topic_facet | Strategisch management Strategische planning Business planning Strategic planning Planung Strategische Planung Unternehmensplanung Strategisches Management Strategie Geschäftsplan Bibliografie Lehrbuch Fallstudiensammlung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=006409703&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT johnsongerry exploringcorporatestrategytextandcases AT scholeskevan exploringcorporatestrategytextandcases |