Introduction to corporate strategy:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Basingstoke [u.a.]
MacMillan
1996
|
| Ausgabe: | 1. publ. |
| Schriftenreihe: | MacMillan Business
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XVII, 347 S. graph. Darst. |
| ISBN: | 0333611047 0333611055 |
Internformat
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Datensatz im Suchindex
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|---|---|
| adam_text | I Contents
List of figures, tables and boxes ix
Preface xv
Acknowledgements xix
1 Introduction: the context and background of effective
strategy 1
Introduction 1
Elements 2
The rules of strategy 10
Sources of strategy 10
Conclusions 26
2 Strategic management in practice 28
Introduction 28
Strategic performance targets and indicators 33
Effective staff 42
The Chief Executive 47
Developing the human resource 50
Change agents and change catalysts 53
Conclusion 56
Work assignments and discussion questions 57
3 Strategic and environmental analysis 58
Introduction 58
Means and methods of strategy analysis 59
Conclusion 79
Work assignments and discussion questions 79
4 Generic strategies 81
Introduction 81
Models 81
Key factors 99
Conclusion 119
Work assignments and discussion questions 121
5 Competitive activity 122
Introduction 122
v
vi Contents
Competition 122
Rivalry 126
Competitive positioning 129
The threat of entry and barriers to entry 133
Exit barriers 138
Risk 141
Segmentation 143
Nature of offerings 150
Conclusion 157
Work assignments and discussion questions 158
6 Ethics and standards 159
Introduction 159
Models and frameworks 161
Conclusions 182
Work assignments and discussion questions 183
7 Behavioural influences on strategy 185
Introduction 185
Negativity 185
Positivity 189
Motivation 192
Perception 195
The behavioural needs of customers and consumers 197
Conclusion 200
Work assignments and discussion questions 202
8 Sectoral strategies 203
Introduction 203
Manufacturing and production strategies 203
Service strategies 212
New products, research and development 219
Public service strategies 226
Conclusion 231
Work assignments and discussion questions 232
9 Strategy development 233
Introduction 233
Expansion and growth strategies 234
Brands and branding 238
Consolidation 246
Withdrawal, retrenchment and contraction 246
Diversification 247
Synergy 249
Integration 249
Contents vii
Take overs and acquisitions 251
Mergers 252
Collaborative strategies and alliances 252
Managerial aspects of joint ventures and collaboration
networks 254
Other influences 257
Conclusion 261
Work assignments and discussion questions 262
10 Implementation 263
Introduction 263
Gaining commitment 263
Priorities 263
Assumptions 264
Activities 264
Making strategic decisions and choices 266
Harmonisation of activities 270
Resource allocation 273
Control mechanism and activities 274
Critical paths and networks 275
Monitoring and review processes 277
Organisation design 277
Human resource strategies 281
Marketing strategies 283
Purchasing and supply strategies 284
Distribution strategies 285
Strategic drift 285
Other problems in development and implementation 287
Projections of success 291
Ad hoc strategies 292
Conclusions 292
Work assignments and discussion questions 292
11 Strategies for change and the management of change 294
Introduction 294
Forces for change 294
Barriers to change 299
Change management 304
Customers 307
Culture change 308
Other factors 309
Changes in technology and production 311
Changes in name 312
Conclusions 316
Work assignments and discussion questions 319
viii Contents
12 Conclusion: the future 320
The future 320
Changes 320
Contractors and specialists 326
Management as a distinctive field of expertise 327
Changing structures 328
The future of public services 328
Health and education 329
Other public sector services 329
Conclusions 331
Bibliography 333
Index 335
I List of figures, tables and
boxes
¦ Figures
1.1 Elements of strategy 8
1.2 Sources of strategy (1) 11
1.3 Matching opportunities with capabilities 12
1.4 Sources of strategy (2): matching opportunities with capabilities and
capacity 15
1.5 Sources of strategy (3): matching strength and capabilities with
potential 16
2.1 The complexity of strategic management 29
2.2 Strategy, aims and objectives 31
3.1 SWOT analysis model 60
3.2 STEP analysis model 61
3.3 Industry structure analysis 63
3.4 The components of a competitor analysis 64
3.5 Product life cycles 65
3.6 Selling profitable products and services 65
3.7 Product life cycle illustration 66
3.8 Product portfolios 70
3.9 The Boston Group matrix 71
3.10 The Shell Directional Policy Matrix 72
3.11 The value chain 76
4.1 Product/market matrix of H.I. Ansoff 82
4.2 Competitive scope: the competitive advantage model 84
4.3 Strategy, price and perceived added value 85
4.4 Price, quality, value: the trainer 99
4.5 Critical factor mix 100
4.6 A model of product and market growth 102
5.1 The competitive position 123
5.2 Market mapping analysis 130
5.3 External pressures on the competitive position 134
6.1 The effects of social and ethical pressures on strategy
determination 162
8.1 Features of customer service 214
8.2 Input of new product ideas 223
ix
x List of figures, tables and boxes
8.3 New product development: six step model 223
8.4 Screening and development model 224
9.1 Porter s five forces model of competition applied to related
diversification and expansion 250
9.2 A basis for involvement in project work 256
9.3 The organisation in its environment 258
10.1 The implementation strategy 265
10.2 Decision making 267
10.3 Investment and profitability analyses 270
10.4 Implementation activities 271
10.5 The process of choice 272
10.6 The planning and implementation process 273
10.7 Network and critical path plan 276
10.8 Planning and implementation mixes 283
10.9 Strategic drift 286
11.1 Force field analysis: drives and restraints 300
11.2 Traditional/rational model of change 306
11.3 A model for the introduction of change and major contentious
issues 306
¦ Tables
2.1 Performance targets and indicators: Norweb pic 40
4.1 Contrasting views of the market 83
¦ Boxes
1.1 Authoritative definitions of strategy 2
1.2 Vision 3
1.3 Vision: the Body Shop 4
1.4 Business policy 4
1.5 Commitment: the corporate mission of British Airways 5
1.6 Customers and clients 6
1.7 Stakeholders and interested parties 6
1.8 The characteristics of the customer and client 12
1.9 The brilliant organisation 16
1.10 Progress 17
1.11 Barriers to Progress: Summary 19
1.12 Politicking 20
1.13 The bunker mentality 21
1.14 It cannot be done 22
1.15 it must be done 22
1.16 Intuition 25
List of figures, tables and boxes xi
2.1 The military comparison 30
2.2 Aims and objectives 31
2.3 Examples of appropriate performance measures 34
2.4 Performance targets 34
2.5 Performance targets in public services 37
2.6 Norms, expectations and going rates 39
2.7 Objectives: A Training and Enterprise Council 40
2.8 Elements of strategic management 42
2.9 Dimensions of effective staff 43
2.10 Nike 45
2.11 Qualities of excellence: intrapreneuring 46
2.12 Villains 46
2.13 Fallen idols 47
2.14 Chief executives and identity 47
2.15 Chief executives and public relations 49
2.16 Management and staff: Toshiba 51
2.17 Staff management: other examples 52
2.18 Use of consultants 53
2.19 Job descriptions: the case of the invisible job 55
2.20 Rogues as change agents 56
3.1 The life of products: the fire allegory 68
3.2 Some notes on costs 73
3.3 Initiatives 75
3.4 Added value: the model employer concept 78
4.1 Differentiated alternatives 86
4.2 Differentiation and price 88
4.3 One product strategies (1) 91
4.4 One product strategies (2) 92
4.5 One product strategies (3) 92
4.6 Chess 93
4.7 Radion 96
4.8 Effects of radical strategies 97
4.9 Defensive strategy 98
4.10 Price, quality, value, time, volume illustrations and examples 101
4.11 Perfume wars 104
4.12 Sail with the Mail for £1 104
4.13 Price 106
4.14 Utility watchdogs and price 109
4.15 Location 111
4.16 Short termism 115
4.17 Lead time (1): Christmas toys 116
4.18 Lead time (2): defence equipment 117
4.19 Lead time (3): sectoral examples 118
4.20 Funeral insurance 118
4.21 Generic position: Sainsbury s 120
xii List of figures, tables and boxes
5.1 A marketing view of competitive positioning 131
5.2 High tech extension 131
5.3 Competitive positioning: cars 132
5.4 Market size 138
5.5 Population sectors and segments 144
5.6 A note on the family 145
5.7 Personality: cola wars 148
5.8 The traditional life cycle 149
5.9 Reality and illusion 151
5.10 P O 155
5.11 Profit impact of market studies 155
5.12 The range of product, services and offerings 156
6.1 Obligations to stakeholders 159
6.2 Ethics and language 163
6.3 Fly it? They own it 167
6.4 Trappings 169
6.5 Equality of opportunity in the UK and EC 172
6.6 Wendy 173
6.7 Caveats to the model employer approach 173
6.8 Clean up 175
6.9 Shared values 176
6.10 Corporate citizenship (1) 177
6.11 Corporate citizenship (2): Disasters 178
6.12 Redlining 180
6.13 Respect and regard 180
6.14 Origins and ethics: a summary 182
7.1 Behavioural aspects and influences on strategy 186
7.2 Perrier 186
7.3 Negativity and control 188
7.4 Negatives 188
7.5 Milton Keynes 191
7.6 Back to basics 200
8.1 Unit manufacturing: examples and illustrations 205
8.2 The unit/batch grey area 205
8.3 Batch production: examples and illustrations 206
8.4 Scientific management 207
8.5 Mass production: examples and illustration 208
8.6 Flow production: examples and illustration 209
8.7 Our cars don t work 209
8.8 Dependence and dominance 210
8.9 My Little Pony 212
8.10 Meeting and exceeding expectations 213
8.11 Benefits, expectations and satisfaction — example: the restaurant 215
8.12 Substitution in the service sector 216
8.13 Staff training and development in the service sectors 217
List of figures, tables and boxes xiii
8.14 Attitudes, values and beliefs in the service sectors 218
8.15 Product range extensions 219
8.16 Wellingtons 220
8.17 New products: Tesco 220
8.18 Product range development: Barbie 221
8.19 New products: Sony 222
8.20 Elements of successful new product development 226
8.21 UK national training policy in the 1980s and 1990s 227
8.22 Privatisation of public services 228
8.23 A note on the voluntary sector 229
9.1 Impenetrable sectors? 235
9.2 Market domination 237
9.3 Strong brands and brand names: examples 239
9.4 Developing and building a brand 240
9.5 Brand development 241
9.6 Brand acquisition and take over 242
9.7 The name 243
9.8 Threat to brands 243
9.9 Brand leadership: soap operas 245
9.10 Unrelated diversification 248
9.11 Diversification 251
9.12 Hook ups and associations 253
9.13 Project strategies 255
9.14 Commitment and constant improvement 260
10.1 Critical factors 269
10.2 Functional pressures 272
10.3 The characteristics of organisation 278
10.4 Organisation types and formats 279
10.5 The time clock 281
10.6 Investment 289
10.7 Mitsubishi 289
10.8 The involvement of unions as stakeholders 290
11.1 Labour gluts and responsibility 297
11.2 The turbulence of the business sphere in the 1990s 297
11.3 End phasing 302
11.4 Myths and legends 302
11.5 Behavioural barriers to effective change 303
11.6 Staff and change 305
11.7 Consultation and change 307
11.8 Consultation and disasters 307
11.9 Bone deep beliefs 311
11.10 Name change (1): merger 313
11.11 Name change (2): divestment 313
11.12 Name change (3): accentuation 314
11.13 Name change (4): rejuvenation 314
xiv List of figures, tables and boxes
11.14 Logo 315
11.15 Catalysts for change 316
11.16 Agents of change 317
12.1 Joint ventures 325
|
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| isbn | 0333611047 0333611055 |
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| spelling | Pettinger, Richard Verfasser aut Introduction to corporate strategy Richard Pettinger 1. publ. Basingstoke [u.a.] MacMillan 1996 XVII, 347 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier MacMillan Business lærebøger strategisk ledelse virksomhedens strategi Unternehmensplanung (DE-588)4078609-2 gnd rswk-swf Strategische Planung (DE-588)4309237-8 gnd rswk-swf Unternehmensplanung (DE-588)4078609-2 s Strategische Planung (DE-588)4309237-8 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=007417846&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Pettinger, Richard Introduction to corporate strategy lærebøger strategisk ledelse virksomhedens strategi Unternehmensplanung (DE-588)4078609-2 gnd Strategische Planung (DE-588)4309237-8 gnd |
| subject_GND | (DE-588)4078609-2 (DE-588)4309237-8 |
| title | Introduction to corporate strategy |
| title_auth | Introduction to corporate strategy |
| title_exact_search | Introduction to corporate strategy |
| title_full | Introduction to corporate strategy Richard Pettinger |
| title_fullStr | Introduction to corporate strategy Richard Pettinger |
| title_full_unstemmed | Introduction to corporate strategy Richard Pettinger |
| title_short | Introduction to corporate strategy |
| title_sort | introduction to corporate strategy |
| topic | lærebøger strategisk ledelse virksomhedens strategi Unternehmensplanung (DE-588)4078609-2 gnd Strategische Planung (DE-588)4309237-8 gnd |
| topic_facet | lærebøger strategisk ledelse virksomhedens strategi Unternehmensplanung Strategische Planung |
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