Business strategy and planning: text and cases
Gespeichert in:
| 1. Verfasser: | |
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| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
London u.a.
McGraw-Hill
1993
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| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXII, 382 S. graph. Darst. |
| ISBN: | 0077077180 |
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| 245 | 1 | 0 | |a Business strategy and planning |b text and cases |c Tony Morden |
| 264 | 1 | |a London u.a. |b McGraw-Hill |c 1993 | |
| 300 | |a XXII, 382 S. |b graph. Darst. | ||
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Datensatz im Suchindex
| _version_ | 1804124774610239488 |
|---|---|
| adam_text | CONTENTS
Preface xvii
Acknowledgements xviii
Introduction xix
Part One—STRATEGIC ANALYSIS 1
1. CORPORATE APPRAISAL 3
Introduction 3
Learning objectives 3
1.1 Analysing corporate strengths and weaknesses 3
1.1.1 An example of corporate strength 3
1.1.2 An example of corporate weakness 4
1.1.3 Some criteria for identifying corporate strengths and weaknesses 4
1.2 The financial health check 5
1.2.1 Using published accounts and accounting ratios 6
1.2.2 Analysing the margin of safety 9
1.2.3 Using zero based budgeting (ZBB) 10
1.3 Performance gap analysis 12
1.4 Management by wandering around (MBWA) 13
1.5 Uses of corporate appraisal within strategic management 13
Review questions 14
Project assignments 14
References 14
Appendix 15
2. COMPETITIVE ANALYSIS 16
Introduction 16
Learning objectives 16
2.1 Analysis of market competition 16
2.1.1 Extent of industry rivalry 17
2.1.2 Buyers bargaining power 18
2.1.3 Suppliers bargaining power 18
2.1.4 Threat of new entrants 19
2.1.5 Threat of substitutes 20
2.1.6 The nature of competition 20
2.2 Competitor information 20
2.3 Evaluating competitors 21
2.4 Potential competitor response 21
v
vi CONTENTS 2.5 Uses of competition analysis within strategic management 24
2.6 Determinants of international competitiveness 26
Review questions 27
Project assignments 28
References 28
3. ENVIRONMENTAL ANALYSIS 29
Introduction 29
Learning objectives 29
3.1 Analysing external environments 30
3.1.1 Demographic trends 30
3.1.2 National and international economic conditions 30
3.1.3 Industry and sector structure 30
3.1.4 Markets 31
3.1.5 The entrepreneurial environment and attitude to risk 31
3.1.6 Technology 31
3.1.7 Social and cultural factors 32
3.1.8 Environmentalist^ and the Green Revolution 32
3.1.9 The political and legislative environment 32
3.2 Analysing change: environmental stability 32
3.3 Identifying threats and opportunities 34
3.3.1 Threats 34
3.3.2 Opportunities 35
3.4 Uses of environmental analysis within strategic management 35
3.5 The SWOT analysis 35
Review questions 36
Project assignments 36
Reference 36
4. MARKET ANALYSIS 37
Introduction 37
Learning objectives 37
4.1 Market research denned 37
4.2 Desk or secondary research 38
4.2.1 Internal corporate data 38
4.2.2 External published data 38
4.3 Field or primary research 38
4.3.1 Four methods of field research 38
4.3.2 Choice of research method 39
4.3.3 Choice of sample 39
4.4 Sales and marketing forecasting 40
4.4.1 Sales force composite 40
4.4.2 Juries of executive opinion 40
4.4.3 Surveys of buyer intentions 41
4.5 Analysing consumer and buyer behaviour 41
4.5.1 Consumer behaviour 41
4.5.2 Buyer behaviour in industrial or business to business markets 41
4.6 Market segmentation 42
CONTENTS vii
4.6.1 How to segment markets 42
Review question 43
Project assignments 43
Reference 44
Additional reading 44
5. ENVIRONMENTALISM AND THE GREEN REVOLUTION 45
Introduction 45
Learning objectives 45
5.1 Environmental awareness 45
5.2 Environmentalism and the Green Revolution 46
5.2.1 Confrontational or non confrontational? 47
5.2.2 Closed or open system? 47
5.3 Green issues 48
5.3.1 Issues 48
5.3.2 Sustainability 50
5.3.3 Some key principles for the green consumer 51
5.4 Opportunities and threats 51
5.4.1 Opportunities 51
5.4.2 Constraints 52
5.4.3 Threats 52
5.5 The greening of the organization 52
5.5.1 The environmental audit 52
5.5.2 The judgement problem 52
Review questions 53
Project assignments 53
References 53
6. BUSINESS FORECASTING 54
Introduction 54
Learning objectives 54
6.1 The role and purpose of forecasting 54
6.1.1 Planning assumptions and future expectations 55
6.1.2 The need for planning and forecasting 55
6.2 What is being forecast 55
6.3 Budgetary planning, sales and market forecasting 58
6.4 Other forecasting techniques 58
6.4.1 Quantitative forecasting techniques 58
6.4.2 Qualitative forecasting techniques 60
6.5 Choice of forecasting method 62
6.6 Limitations on forecasting 62
6.6.1 Risk and uncertainty denned 63
6.6.2 Forecasting and uncertainty 63
6.6.3 Minimizing the effects of risk and uncertainty 63
6.6.4 Limited experimentation 64
Review questions 65
Project assignments 65
References 65
viii CONTENTS . Part Two—STRATEGIC CHOICE AND DECISION MAKING 67
7. ENTREPRENEURSHIP 69
Introduction 69
Learning objectives 69
7.1 Entrepreneurial roles defined 69
7.2 Entrepreneurial objectives 71
7.3 Sustaining success in the new venture 72
7.3.1 Maintaining a market focus 72
7.3.2 Establishing proper financial foresight 73
7.3.3 Building a top management team 73
7.3.4 Determining the role of the founder 74
7.4 Entrepreneurship in the existing business or public sector organization 74
7.5 Intrapreneurship 75
Review questions 76
Project assignments 76
References 76
8. MISSIONS, OBJECTIVES AND STRATEGIES 77
Introduction 77
Learning objectives 77
8.1 Strategic analysis, entrepreneurship and strategic choice 77
8.2 The strategy hierarchy 78
8.2.1 The strategic component 78
8.2.2 The tactical component 81
8.2.3 The operational component 81
8.3 Who formulates the strategic component? 82
8.4 How are strategies formulated? 83
8.4.1 Method 83
8.4.2 Process variables 84
8.5 The influence of founder and family 85
8.6 Purpose and ethos 85
8.7 Stakeholder analysis 86
8.7.1 Relationship between stakeholders and the enterprise 87
8.7.2 Expectations of social responsibility 88
8.8 Contingencies and constraints 90
8.9 Choices: target or expected levels of achievement 91
8.10 Allocating resources 92
Review questions 92
Project assignments 93
References 93
9. COMPETITION STRATEGIES 94
Introduction 94
Learning objectives 94
9.1 Competitive analysis 94
9.2 Leaders and followers 95
CONTENTS ix
9.3 Segment protection 95
9.4 Miles and Snow s analysis 96
9.4.1 The Defender 96
9.4.2 The Prospector 96
9.4.3 The Analyser 96
9.4.4 The Reactor 97
9.5 Entrepreneurial competition strategies 97
9.5.1 Establishing outright market leadership 97
9.5.2 Creative imitation 97
9.5.3 Flanking or segment attack 98
9.6 M. E. Porter s generic competition strategies 99
9.7 Competences, USPs and excellence 99
Review questions 99
Project assignments 99
References 99
10. VOLUME AND COST 100
Introduction 100
Learning objectives 100
10.1 Volume strategies 100
10.2 Critical mass 101
10.3 The experience effect 101
10.3.1 What is the experience effect? 101
10.3.2 Sources of the experience effect 102
10.3.3 The potential volume, cost and market share relationship 103
10.3.4 Experience curve pricing 104
10.3.5 The experience effect as a barrier to entry 105
10.3.6 Limitations of the experience effect concept 105
10.4 M. E. Porter s cost leadership strategy 107
10.5 The PIMS programme 107
Review questions 108
Project assignments (difficult) 109
References 109
11. PRODUCT MARKET STRATEGIES 110
Introduction 110
Learning objectives 111
11.1 Related strategies 111
11.2 Market segmentation 111
11.3 Undifferentiated product market strategies 111
11.4 Segment specific, focus and niche strategies 112
11.4.1 M. E. Porter s focus strategy 112
11.4.2 Drucker s niche strategies 112
11.5 Differentiated product market strategies 113
11.5.1 Competitive implications 114
11.5.2 Product differentiation and strategic advantage 114
x CONTENTS 11.6 Product market matrices H5
11.6.1 Ansoff s product market matrix 115
11.6.2 The BCG market share/market growth rate matrix 116
11.6.3 The market attractiveness and business strength matrix 118
11.7 The PIMS programme 120
11.8 Marketing strategy 121
Review questions 122
Project assignments 122
References 122
12. THE STRATEGIC MANAGEMENT OF BRANDS 123
Introduction 123
Learning objectives 123
12.1 The role of the brand 123
12.2 Managing brands 124
12.3 Brand strategy 126
12.3.1 The brand value equation 126
12.3.2 How to win the branding battle 127
12.4 Local or global brands 127
12.4.1 Totally global brands 128
12.4.2 Locally modified global brands 129
12.4.3 Local and regional brands 130
Review questions 131
Project assignments 131
References 131
13. CORPORATE IDENTITY AND PUBLIC RELATIONS 132
Introduction 132
Learning objectives 132
13.1 Corporate identity defined 132
13.2 The role of corporate identity 133
13.2.1 Corporate identity and competition 134
13.2.2 Corporate identity and quality 134
13.2.3 Corporate identity and global operations 135
13.2.4 Corporate identity and the enterprise 135
13.3 Managing the relationship between corporate and brand identities 135
13.4 External communications and public relations 136
13.4.1 External communications 136
13.4.2 Public relations 137
13.5 Internal communication and the creation of identity 138
Review questions 139
Project assignments 139
References 139
14. MANAGING INNOVATION AND TECHNOLOGY 140
Introduction 140
Learning objectives 140
14.1 The strategic role of innovation and technology 140
CONTENTS xi
14.2 Innovation and technology defined 142
14.2.1 Innovation 142
14.2.2 Technology 142
14.3 Innovation management 143
14.4 Sources of innovation 143
14.4.1 Markets and customers 143
14.4.2 Demographics 144
14.4.3 Industry and market structures 144
14.4.4 Changes in perception 145
14.4.5 Incongruities 145
14.4.6 Process need 146
14.4.7 The unexpected 146
14.4.8 New knowledge 147
14.5 New technology 147
14.5.1 The S curve 148
14.5.2 Limits 148
14.5.3 Discontinuities 149
14.6 Generic innovation strategies 150
14.6.1 Proactive strategies 151
14.6.2 Defence strategies 151
14.6.3 Counter attack strategies 152
14.7 Some practical prerequisites to successful innovation strategies 153
14.7.1 Sticking to the knitting 153
14.7.2 Effective market segmentation 153
14.7.3 Effective financial management 154
14.7.4 Protecting the innovation 154
Review questions 155
Project assignments 156
References 156
Appendix 157
15. BUSINESS DEVELOPMENT STRATEGIES 158
Introduction 158
Learning objectives 158
15.1 Increasing the capital or resource base 158
15.1.1 Internally generated funds 159
15.1.2 Venture capital 159
15.1.3 Loan finance 159
15.1.4 Flotation and the use of equity finance 160
15.2 Cooperation and joint ventures 160
15.2.1 The purpose of joint ventures and strategic alliances 161
15.2.2 Joint ventures and global business development 162
15.3 Mergers 163
15.4 Acquisition and takeover 163
15.4.1 Enhancing competitive position 164
15.4.2 Achieving expansion and growth 164
15.4.3 Achieving diversification 164
15.4.4 Acquisitions strategy assumptions 165
xii CONTENTS 15.4.5 The viability of acquisition strategy 165
15.4.6 Acquisition and company structure in the EC 165
15.4.7 Acquisition and company structure in Japan 167
15.5 Franchising 167
15.5.1 Advantages to the franchisor 168
15.5.2 Advantages to the franchisee 168
15.6 Licensing 169
15.7 Divestment 170
15.8 Synergy 170
15.9 The direction of business development 171
15.9.1 Diversification growth 171
15.9.2 Controlled diversity 172
15.9.3 Sticking to the knitting 172
Review questions 173
Project assignments 173
References 173
16. OPERATIONS MANAGEMENT, QUALITY AND VALUE 174
Introduction 174
Learning objectives 174
16.1 Operations management defined 174
16.2 The main types of operational system 175
16.3 Manufacturing and production 175
16.3.1 Types of production 175
16.3.2 Some types of advanced manufacturing system 175
16.4 The operational characteristics of services 177
16.5 Operations management variables 178
16.5.1 Customer service 178
16.5.2 Capacity management 180
16.6 Quality management 181
16.6.1 PIMS Principle One 182
16.6.2 Quality objectives 182
16.7 Approaches to quality assurance 182
16.8 Total quality management 183
16.8.1 Some advantages of TQM as a quality management strategy 183
16.8.2 How TQM may be implemented 184
16.9 Information technology and management information systems 184
16.9.1 The managerial role of MIS 185
16.9.2 The organizational role of MIS 186
16.10 Information technology and competitive advantage 186
16.11 Making operations management a marketing weapon 189
16.11.1 Asset based marketing 189
16.11.2 Kaizen or continuous improvement 190
16.11.3 World class manufacturing 190
16.12 Adding value 191
16.12.1 The value adding partnership 191
16.12.2 The value chain 193
CONTENTS xiii
Review questions 194
Project assignments 194
References 195
Additional reading 195
17. FINANCIAL STRATEGIES 196
Introduction 196
Learning objectives 196
17.1 Providers of finance as key stakeholders 196
17.2 Returns to equity 197
17.2.1 Meeting shareholder expectations 197
17.2.2 Managing returns to equity 198
17.2.3 Dividend policy and retained earnings 198
17.3 Servicing loan finance 199
17.4 Taxation 200
17.5 Cost of capital ( K ) 200
17.5.1 K and the return from divisions 202
17.5.2 K and the return from capital investment 202
17.5.3 Relative level of K 203
17.6 Managing risk and return 203
17.6.1 Risk, and returns to equity capital 203
17.7 Financing innovation and business development 206
17.8 Financial objectives in the family business and the SME 206
Review questions 207
Project assignments 207
References 208
18. EVALUATING STRATEGIC CHOICE 209
Introduction 209
Learning objectives 209
18.1 Evaluating past performance 209
18.2 Evaluating current and future plans 210
18.3 Desirability 210
18.4 Feasibility 212
18.5 Appropriateness 212
18.6 Consistency 213
18.7 Facilitating change or innovation 213
18.8 Risk management 214
18.8.1 The risk of value loss 214
18.8.2 Risk and time scale 215
18.8.3 Risk and resource commitment 215
18.8.4 Reducing risk 215
18.8.5 Strategic risk assessment 216
Review questions 216
xiv CONTENTS —
Part Three—STRATEGY IMPLEMENTATION 217
19. STRATEGY, STRUCTURE AND PLANNING STYLE 219
Introduction 219
Learning objectives 219
19.1 Organizational variables 219
19.2 Organization structure 220
19.2.1 Internal organization 220
19.2.2 Company organization 221
19.2.3 International organization 221
19.3 Appropriateness 225
19.4 Centralization and decentralization 225
19.4.1 Centralized and decentralized organization structures 226
19.4.2 Divisionalization and loose tight structures 229
19.5 Planning style and strategic decision making 231
19.5.1 Planning down and controlled decentralization 232
19.5.2 Planning up 232
19.5.3 Goold and Campbell s planning style analysis 233
Review questions 236
Project assignment 236
References 236
Additional reading 237
20. ORGANIZATION CULTURE 238
Introduction 238
Learning objectives 238
20.1 What is organization culture? 238
20.2 Sources of organization culture 239
20.3 Visible signs of organization culture 240
20.4 Effects of culture on the organization 240
20.5 Types of culture 242
20.6 Culture and strategy implementation 244
20.7 Organization culture and nationality 245
20.7.1 Ethnocentric, polycentric and geocentric cultures 245
Review questions 246
Project assignments 246
References 247
21. IMPLEMENTING INNOVATION AND CHANGE 248
Introduction 248
Learning objectives 248
21.1 Implementing innovation through customers 249
21.1.1 Customer service 249
21.2 Implementation through people 250
21.3 Implementation through culture 251
21.4 Leadership 253
21.4.1 Personal vision and attention to detail 255
21.4.2 Style of management 256
21.5 Implementation through organization 258
CONTENTS xv
21.5.1 Internal organizational features 258
21.5.2 External organization 259
21.6 Impediments to innovation 260
21.6.1 The not invented here syndrome 260
21.6.2 Risk aversion 261
21.6.3 Organization structure and culture 262
21.6.4 Kanter s 10 Rules for stifling innovation 262
Review questions 263
Project assignment 264
References 264
Additional reading 264
22. HUMAN RESOURCE MANAGEMENT 265
Introduction 265
Learning objectives 265
22.1 Objectives for people 265
22.1.1 Human resource management and QRSV 265
22.1.2 Employment policies and ethos 266
22.2 Taking stock 266
22.2.1 The human resource plan 266
22.2.2 Staff appraisal 267
22.3 Personnel policies 269
22.4 Management 270
22.4.1 Management roles 270
22.4.2 Styles of management 273
22.4.3 Innovation and change 276
Review questions 276
Project assignments 277
References 277
23. INTERNATIONAL STRATEGY: THINKING GLOBALLY AND
MANAGING LOCALLY 278
Introduction 278
Learning objectives 278
23.1 Thinking globally 278
23.1.1 Global strategies 280
23.2 Managing locally 280
23.2.1 Knowledge of the country and its international context 280
23.2.2 Knowledge of the country s language and communication patterns 281
23.2.3 Knowledge of the country s culture 281
23.2.4 Commitment 283
23.3 International operations 284
23.3.1 Forms of international operation and modes of entry 284
23.3.2 Organizational issues 286
23.4 International management 288
23.4.1 Management style 288
23.4.2 Developing the international manager 289
23.5 Personnalisme communal 291
xvi CONTENTS . Review questions 293
Project assignments 293
References 293
Additional reading 294
24. FINANCIAL MANAGEMENT 295
Introduction 295
Learning objectives 295
24.1 Costs and revenues 295
24.1.1 Revenues 296
24.1.2 Capital employed 297
24.1.3 Costs 298
24.2 The control of working capital 300
24.2.1 Speed of the working capital cycle 301
24.2.2 Quantity of working capital 302
24.2.3 Managing working capital 302
24.2.4 Issues 303
24.3 Capital structure 303
24.4 Business survival and corporate failure 304
24.4.1 Classic symptoms of corporate failure 305
24.4.2 Argenti s corporate failure model 306
24.4.3 Z score analysis 307
Review questions 308
Project assignment 308
References 308
25. BUSINESS PLANS 309
Introduction 309
Learning objectives 309
25.1 Business plans in the existing enterprise 310
25.1.1 Validation and review 310
25.2 Business plans in the SME and the new business 310
25.2.1 Presentation and persuasion 313
Project assignments 315
Additional reading 315
Part Four CASE STUDIES 317
CS1. Tottenham Hotspur pic 319
CS2. Next pic 331
CS3. Saatchi Saatchi Co. pic 345
CS4. ABB Asea Brown Boveri 356
APPENDIX 1—Active learning: how to do a case study 371
APPENDIX 2—Active learning: writing management and consultancy reports 374
INDEX 377
|
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| illustrated | Illustrated |
| indexdate | 2024-07-09T17:51:01Z |
| institution | BVB |
| isbn | 0077077180 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-006890664 |
| oclc_num | 27034211 |
| open_access_boolean | |
| owner | DE-473 DE-BY-UBG DE-83 DE-2070s DE-188 |
| owner_facet | DE-473 DE-BY-UBG DE-83 DE-2070s DE-188 |
| physical | XXII, 382 S. graph. Darst. |
| publishDate | 1993 |
| publishDateSearch | 1993 |
| publishDateSort | 1993 |
| publisher | McGraw-Hill |
| record_format | marc |
| spelling | Morden, Tony Verfasser aut Business strategy and planning text and cases Tony Morden London u.a. McGraw-Hill 1993 XXII, 382 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Strategisch management gtt Strategic planning Strategisches Management (DE-588)4124261-0 gnd rswk-swf Unternehmensplanung (DE-588)4078609-2 gnd rswk-swf Strategisches Management (DE-588)4124261-0 s Unternehmensplanung (DE-588)4078609-2 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=006890664&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Morden, Tony Business strategy and planning text and cases Strategisch management gtt Strategic planning Strategisches Management (DE-588)4124261-0 gnd Unternehmensplanung (DE-588)4078609-2 gnd |
| subject_GND | (DE-588)4124261-0 (DE-588)4078609-2 |
| title | Business strategy and planning text and cases |
| title_auth | Business strategy and planning text and cases |
| title_exact_search | Business strategy and planning text and cases |
| title_full | Business strategy and planning text and cases Tony Morden |
| title_fullStr | Business strategy and planning text and cases Tony Morden |
| title_full_unstemmed | Business strategy and planning text and cases Tony Morden |
| title_short | Business strategy and planning |
| title_sort | business strategy and planning text and cases |
| title_sub | text and cases |
| topic | Strategisch management gtt Strategic planning Strategisches Management (DE-588)4124261-0 gnd Unternehmensplanung (DE-588)4078609-2 gnd |
| topic_facet | Strategisch management Strategic planning Strategisches Management Unternehmensplanung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=006890664&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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