Exploring corporate strategy:
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
London [u.a.]
Prentice Hall
1997
|
| Ausgabe: | 4. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXVIII, 507 S. graph. Darst. |
| ISBN: | 0135256194 0135256356 |
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Datensatz im Suchindex
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|---|---|
| adam_text | Contents
List of illustrations xiii
List of figures xvii
Preface xxi
PART I Introduction 1
1 Corporate strategy: an introduction 3
1.1 The nature of strategy and strategic decisions 4
1.1.1 The characteristics of strategic decisions 4
1.1.2 Levels of strategy 11
1.1.3 The vocabulary of strategy 12
1.2 Strategic management 16
1.2.1 Strategic analysis 18
1.2.2 Strategic choice 20
1.2.3 Strategy implementation 22
1.2.4 Strategic management processes 23
1.2.5 Strategic management as fit or stretch 25
1.3 Strategic management in different contexts 26
1.3.1 The small business context 27
1.3.2 The multinational corporation 28
1.3.3 Manufacturing and service organisations 30
1.3.4 Strategy in the public sector 31
1.3.5 Privatised utilities 32
1.3.6 The voluntary and not-for-profit sectors 32
1.3.7 Professional service organisations 34
1.4 Summary: the challenge of strategic management 34
References 36
Recommended key readings 37
Work assignments 38
vi Contents 2 Strategic management in practice 39
2.1 Introduction 39
2.2 Patterns of strategy development 41
2.2.1 Punctuated equilibrium 41
2.2.2 Intended and realised strategies 44
2.3 Strategy development as managerial intent 46
2.3.1 The planning view 46
2.3.2 The command view 49
2.3.3 The logical incremental view 50
2.4 Strategy development as the outcome of cultural and political
processes 53
2.4.1 The cultural view 53
2.4.2 Organisational politics and networks 57
2.4.3 Cultural and political processes in strategy decision making 58
2.5 Imposed strategy development 61
2.5.1 Enforced choice 61
2.5.2 The environment as constraint 62
2.6 A note on strategic vision 63
2.7 Configurations of strategy development processes 63
2.8 Challenges in strategy development 68
2.8.1 The cultural web 69
2.8.2 The risk of strategic drift 75
2.8.3 Uncertainty and the learning organisation 77
2.9 Summary and implications for the study of strategy 80
References 82
Recommended key readings 85
Work assignments 86
part ii Strategic analysis 87
3 Analysing the environment 89
3.1 Introduction 89
3.2 Understanding the nature of the environment 91
3.3 Auditing environmental influences 93
3.3.1 PEST analysis 93
3.3.2 Porter s diamond 99
3.3.3 The use of scenarios 103
3.4 The competitive environment: five forces analysis 107
3.4.1 The threat of entry 108
3.4.2 The power of buyers and suppliers 111
3.4.3 The threat of substitutes 112
3.4.4 Competitive rivalry 113
3.4.5 Competition and collaboration 116
3.4.6 Key questions arising from five forces analysis 118
Contents vii
3.5 Identifying the organisation s competitive position 119
3.5.1 Strategic group analysis 120
3.5.2 Market segmentation 123
3.5.3 Analysing perceived value by customers 126
3.5.4 Market attractiveness and business strength (or the directional
policy matrix) 127
3.5.5 Competitor analysis 129
3.6 Environmental analysis in practice 129
3.7 Summary 132
References 132
Recommended key readings 134
Work assignments 134
4 Resources, competences and strategic capability 137
4.1 Introduction 137
4.2 Resource audit 143
4.3 Analysing competences and core competences 144
4.3.1 Value chain analysis 146
4.3.2 Identifying core competences 149
4.3.3 Analysing cost efficiency 151
4.3.4 Analysing value added (effectiveness) 155
4.3.5 Managing linkages 157
4.3.6 Robustness 162
4.4 Comparative analysis and benchmarking 163
4.4.1 Historical analysis 163
4.4.2 Comparison with industry norms 164
4.4.3 Benchmarking 167
4.4.4 Financial analyses 168
4.5 Assessing the balance of the organisation 170
4.6 Identification of key issues 173
4.6.1 SWOT analysis 173
4.6.2 Critical success factors (CSFs) 176
4.7 Summary 176
References 178
Recommended key readings 180
Work assignments 180
5 Stakeholder expectations and organisational purposes 183
5.1 Introduction 183
5.2 Corporate governance 185
5.2.1 The governance chain 185
5.2.2 Shareholders and the role of the governing bodies 188
5.2.3 Rights of creditors/lenders 190
5.2.4 Relationships with customers and clients 192
5.2.5 Changes of ownership: mergers and takeovers 192
viii Contents 5.2.6 Disclosure of information 194
5.2.7 Conflicts of expectations 194
5.3 Stakeholder expectations 195
5.3.1 Identifying stakeholders 197
5.3.2 Stakeholder mapping 197
5.3.3 Assessing power 203
5.4 Business ethics 206
5.4.1 The ethical stance 207
5.4.2 Corporate social responsibility 211
5.4.3 The role of individuals/managers 211
5.5 The cultural context 213
5.5.1 National and/or regional culture 215
5.5.2 Professional/institutional culture 216
5.5.3 Industry recipes 216
5.5.4 Organisational culture 217
5.5.5 Functional/divisional culture 219
5.5.6 Analysing the cultural web 219
5.5.7 Characterising an organisation s culture 221
5.6 Organisational purposes 223
5.6.1 Mission statements 223
5.6.2 Corporate objectives 227
5.6.3 Unit objectives 227
5.6.4 The precision of mission and objectives 228
5.7 Summary 229
References 229
Recommended key readings 231
Work assignments 232
PART ill Strategic choice 235
6 Bases of strategic choice 237
6.1 Introduction 237
6.2 Corporate purpose and aspirations 240
6.2.1 Ownership structures 240
6.2.2 Mission and strategic intent 244
6.2.3 What business are we in? The issue of scope and diversity 246
6.3 Bases of SBU competitive advantage: the strategy clock 250
6.3.1 Price-based strategies (routes 1 and 2) 253
6.3.2 Added value, or differentiation strategies (route 4) 255
6.3.3 The hybrid strategy (route 3) 258
6.3.4 Focused differentiation (route 5) 260
6.3.5 Failure strategies (routes 6, 7 and 8) 263
6.3.6 The management challenge of generic competitive
strategies 263
Contents ix
6.4 Enhancing SBU strategy: corporate parenting 264
6.4.1 Managing portfolios 264
6.4.2 Corporate financial strategy 265
6.4.3 Corporate parenting: the role of the parent 268
6.4.4 The parenting matrix 270
6.4.5 The challenge of parenting 272
6.5 Summary 274
References 275
Recommended key readings 277
Work assignments 277
7 Strategic options: directions and methods of development 279
7.1 Introduction 279
7.2 Alternative directions for strategy development 281
7.2.1 Protect/build on current position 281
7.2.2 Product development 289
7.2.3 Market development 292
7.2.4 Diversification 294
7.3 Alternative methods of strategy development 306
7.3.1 Internal development 306
7.3.2 Mergers and acquisitions 307
7.3.3 Joint developments and strategic alliances 310
7.4 Summary 314
References 316
Recommended key readings 317
Work assignments 317
8 Strategy evaluation and selection 319
8.1 Introduction and evaluation criteria 319
8.2 Assessing suitability 320
8.2.1 Establishing the rationale 321
8.2.2 Screening options 330
8.3 Analysing acceptability 336
8.3.1 Analysing return 338
8.3.2 Analysing risk 346
8.3.3 Analysing stakeholder reactions 348
8.4 Analysing feasibility 350
8.4.1 Funds flow analysis 350
8.4.2 Break-even analysis 352
8.4.3 Resource deployment analysis 352
8.5 Selection of strategies 354
8.5.1 The planned approach: formal evaluation 354
8.5.2 Enforced choice 355
8.5.3 Learning from experience 355
8.5.4 Command 358
x Contents _ _ 8.6 Summary 359
References 359
Recommended key readings 361
Work assignments 361
part iv Strategy implementation 363
9 Organisation structure and design 365
9.1 Introduction 365
9.2 Structural types 366
9.2.1 The simple structure 366
9.2.2 The functional structure 367
9.2.3 The multidivisional structure 370
9.2.4 The holding company structure 372
9.2.5 The matrix structure 373
9.2.6 Intermediate structures and structural variations 376
9.2.7 Network and virtual organisations 377
9.2.8 Structural types in multinational companies 381
9.3 The elements of organisational design 386
9.4 Centralisation vs devolution 388
9.4.1 The role of the centre 388
9.4.2 Dividing responsibilities 390
9.5 Organisational configurations 396
9.5.1 Configurations in practice 398
9.5.2 Changing configuration 400
9.6 Summary 401
References 402
Recommended key readings 404
Work assignments 404
10 Resource allocation and control 407
10.1 Introduction 407
10.2 Resource configuration 411
10.2.1 Protecting unique resources 412
10.2.2 Fitting resources together 412
10.2.3 Business process re-engineering 413
10.2.4 Exploiting experience 415
10.2.5 Sustaining competitive advantage 416
10.3 Preparing resource plans 419
10.3.1 Critical success factors 419
10.3.2 Planning priorities 422
10.4 Processes of allocation and control 424
10.4.1 Control through planning systems 424
10.4.2 Control through direct supervision 427
Contents xi
10.4.3 Control through performance targets 427
10.4.4 Social/cultural control 431
10.4.5 Control through market mechanisms 431
10.4.6 Self-control and personal motivation 433
10.5 Information: a key resource 433
10.5.1 Information on individual resources 434
10.5.2 Creating competences through information 434
10.5.3 Information, performance targets and market
mechanisms 435
10.5.4 Information, cultural and self-controls 435
10.6 Influences on organisational design and control 436
10.6.1 Type of strategy 437
10.6.2 Operational processes and technology 437
10.6.3 Organisational ownership and accountability 438
10.6.4 The environment 438
10.6.5 Reinforcing cycles 440
10.7 Summary 442
References 442
Recommended key readings 444
Work assignments 445
11 Managing strategic change 447
11.1 Introduction 447
11.2 Understanding types of strategic change 449
11.2.1 Types of strategic change 450
11.2.2 Change and the learning organisation 451
11.2.3 Managed change 452
11.2.4 Imposed (or forced) change 456
11.3 Diagnosing strategic change needs 457
11.3.1 Detecting strategic drift 457
11.3.2 Identifying forces blocking and facilitating change 458
11.3.3 An openness to change 462
11.4 Managing strategic change processes 464
11.4.1 Changes in structure and control systems 464
11.4.2 Styles of managing change 464
11.4.3 Changes in organisational routines 468
11.4.4 Symbolic processes in managing change 470
11.4.5 Power and political processes in managing change 474
11.4.6 Communicating change 479
11.4.7 Change tactics 481
11.5 Roles in the change process 484
11.5.1 The change agent 484
11.5.2 Middle managers 487
11.5.3 Other organisational members 488
xii Contents 11.5.4 External stakeholders 490
11.5.5 Outsiders 491
11.6 Summary 492
11.6.1 Environmental assessment 493
11.6.2 Leading change 493
11.6.3 Linking strategic and operational change 493
11.6.4 Strategic human resource management 494
11.6.5 Coherence in managing change 494
References 495
Recommended key readings 497
Work assignments 497
Case studies 499
A guide to using the case studies 500
Guide to main focus of cases 502
British Steel 505
Strategy development at New Town Council 510
Strategy development at Castle Press 518
The pharmaceutical industry 525
The European brewing industry 533
Brasseries Kronenbourg 558
The Brewery Group Denmark: Faxe, Ceres and Thor 574
Laura Ashley Holdings pic 585
The lona Community 600
Sheffield Theatres Trust 615
Fisons: the fall from grace 630
A note on the world automobile industry, 1996 637
PSA Peugeot Citron 654
The Rover/Honda alliance 670
The BMW acquisition of the Rover Group 683
Coopers Creek and the New Zealand wine industry 691
The News Corporation 703
Nokia: the consumer electronics business 731
International Service System A/S (ISS) 752
Doman Synthetic Fibres pic 780
The Royal Alexandra Hospital 793
The United Nations Development Programme 811
A strategy for change at KPMG 820
Burmah Castro I Chemicals Group 840
Index of companies and organisations 865
General Index 867
Illustrations
1.1 IKEA 6
1.2 British Airways and the vocabulary of strategy 14
1.3 Strategic issues in different contexts 28
2.1 Punctuated equilibrium: The Burton Group 42
2.2 NHS business planning cycle 1995/6 48
2.3 An incrementalist view of strategic management 52
2.4 A cultural perspective: taken-for-grantedness at regional and industry
levels 55
2.5 Negotiation, networking and political activity 59
2.6 Configurations of strategy development 66
2.7 A cultural web of the UK National Health Service 70
2.8 The Icarus Paradox 78
3.1 Examples of environmental influences 94
3.2 Industry globalisation drivers 100
3.3 (a) Building scenarios from configurations of factors: the book
publishing industry 104
(b) Future thematic scenarios at Shell 105
3.4 Barriers to market entry 110
3.5 The UK mobile phone industry 115
3.6 Collaboration in the Danish textile industry 117
3.7 Strategic groups and strategic space 121
3.8 Foseco s match of core competences and market segments 125
4.1 Competitive advantage through resources and competences 140
4.2 Knowledge creation in Japanese firms 142
4.3 Drivers of cost efficiency: the drug-testing process 154
4.4 Human resources and the value chain at Levi Strauss 160
4.5 Comparative analyses using local authority league tables 164
4.6 Benchmarking: comparing property performance 166
4.7 SWOT analysis 174
5.1 Sir Rocco Forte, Granada and the Ice Maiden 187
xiv Illustrations 5.2 The Patient s Charter 190
5.3 The Greenbury Report on directors pay in the UK 193
5.4 (a) Stakeholder mapping at Tallman pic 200
(b) Assessment of power 202
5.5 Body Shop and corporate responsibility: good works not just good
words 209
5.6 Eurotunnel 214
5.7 Organisational purposes 224
6.1 Changing ownership structures 241
6.2 Komatsu s mission to encircle Caterpillar 245
6.3 Focused global strategies 248
6.4 Competitive strategies of Japanese car firms in Europe 252
6.5 Customer service: a basis for differentiation 256
6.6 Crinkly biscuits as competitive advantage? 259
6.7 Breadth or focus in European businesses 261
6.8 The challenge of parenting 273
7.1 Development directions at Rolls-Royce 281
7.2 McDonald s into new markets 295
7.3 Forward integration: the British insurance industry 297
7.4 Exploiting core competences: the Automobile Association — the 4th
emergency service 298
7.5 Synergy from diversification? The Benetton empire 304
7.6 Back to basics: splitting up diversified companies 305
7.7 Mergers and acquisitions in global industries 309
7.8 Strategic alliances in the airline industry 313
8.1 Value chain analysis: a worked example 326
8.2 Profiling an acquisition 328
8.3 Ranking options: Churchill Pottery 332
8.4 A strategic decision tree for a sweet manufacturer 334
8.5 Sewerage construction project 340
8.6 Strategy evaluation at BP and Rolls-Royce 343
8.7 Sensitivity analysis 344
8.8 Funds flow analysis: a worked example 349
8.9 Using break-even analysis to examine strategic options 351
8.10 Asda s open plan 357
9.1 Scandinavian Airlines System (SAS) 368
9.2 The network organisation: Asea Brown Boveri (ABB) 378
9.3 3M s structures for Europe 382
9.4 BICC Group: structures within structures 386
9.5 A change of role for the centre: IBM UK Ltd 393
10.1 Skandia: creating opportunities for the future 410
10.2 Business process re-engineering at Ford and MBL 414
10.3 Marks and Spencer 417
10.4 Critical success factors for an information systems supplier 420
Illustrations xv
10.5 The balanced scorecard: Rockwater 429
10.6 Xerox: the entrepreneurial giant? 439
11.1 A framework for planned strategic change 454
11.2 Using cultural webs to identify forces blocking and facilitating
change 460
11.3 Styles of managing change 466
11.4 Changes in organisational routines 469
11.5 Symbolic activity and strategic change 473
11.6 Machiavelli on political processes 478
11.7 The Unipart University 489
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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.BV011256135 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T18:06:39Z |
| institution | BVB |
| isbn | 0135256194 0135256356 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-007556225 |
| oclc_num | 35305139 |
| open_access_boolean | |
| owner | DE-355 DE-BY-UBR DE-188 |
| owner_facet | DE-355 DE-BY-UBR DE-188 |
| physical | XXVIII, 507 S. graph. Darst. |
| publishDate | 1997 |
| publishDateSearch | 1997 |
| publishDateSort | 1997 |
| publisher | Prentice Hall |
| record_format | marc |
| spelling | Johnson, Gerry Verfasser (DE-588)170321231 aut Exploring corporate strategy Gerry Johnson ; Kevan Scholes 4. ed. London [u.a.] Prentice Hall 1997 XXVIII, 507 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Strategisch management gtt Strategische planning gtt Business planning Strategic planning Strategie (DE-588)4057952-9 gnd rswk-swf Planung (DE-588)4046235-3 gnd rswk-swf Strategische Planung (DE-588)4309237-8 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf Geschäftsplan (DE-588)4156961-1 gnd rswk-swf Unternehmensplanung (DE-588)4078609-2 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=007556225&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 Strategisch management gtt Strategische planning gtt Business planning Strategic planning Strategie (DE-588)4057952-9 gnd Planung (DE-588)4046235-3 gnd Strategische Planung (DE-588)4309237-8 gnd Strategisches Management (DE-588)4124261-0 gnd Geschäftsplan (DE-588)4156961-1 gnd Unternehmensplanung (DE-588)4078609-2 gnd |
| subject_GND | (DE-588)4057952-9 (DE-588)4046235-3 (DE-588)4309237-8 (DE-588)4124261-0 (DE-588)4156961-1 (DE-588)4078609-2 (DE-588)4006432-3 (DE-588)4123623-3 (DE-588)4522595-3 |
| title | Exploring corporate strategy |
| title_auth | Exploring corporate strategy |
| title_exact_search | Exploring corporate strategy |
| title_full | Exploring corporate strategy Gerry Johnson ; Kevan Scholes |
| title_fullStr | Exploring corporate strategy Gerry Johnson ; Kevan Scholes |
| title_full_unstemmed | Exploring corporate strategy Gerry Johnson ; Kevan Scholes |
| title_short | Exploring corporate strategy |
| title_sort | exploring corporate strategy |
| topic | Strategisch management gtt Strategische planning gtt Business planning Strategic planning Strategie (DE-588)4057952-9 gnd Planung (DE-588)4046235-3 gnd Strategische Planung (DE-588)4309237-8 gnd Strategisches Management (DE-588)4124261-0 gnd Geschäftsplan (DE-588)4156961-1 gnd Unternehmensplanung (DE-588)4078609-2 gnd |
| topic_facet | Strategisch management Strategische planning Business planning Strategic planning Strategie Planung Strategische Planung Strategisches Management Geschäftsplan Unternehmensplanung Bibliografie Lehrbuch Fallstudiensammlung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=007556225&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT johnsongerry exploringcorporatestrategy AT scholeskevan exploringcorporatestrategy |