Exploring corporate strategy: [text and cases]
An extensive process of market research & product development has formed the basis for this new edition. It covers all of the underlying concepts, processes of development & analytical methods of corporate strategy within a variety of organisations.
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| Main Authors: | , |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Harlow [u.a.]
Financial Times, Prentice Hall
2002
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| Edition: | 6. ed. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Summary: | An extensive process of market research & product development has formed the basis for this new edition. It covers all of the underlying concepts, processes of development & analytical methods of corporate strategy within a variety of organisations. |
| Physical Description: | XXXVII, 1082 S. graph. Darst. |
| ISBN: | 0273651129 |
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Record in the Search Index
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BRIEF CONTENTS
Part I • INTRODUCTION 1
1 Introducing Strategy 3
2 Understanding Strategy Development 37
Part II • THE STRATEGIC POSITION 93
3 The Environment 97
4 Strategic Capability 145
5 Expectations and Purposes 193
Commentary on Part II • Coping with Complexity: The 'Business Idea' 253
Part III • STRATEGIC CHOICES 263
6 Corporate Level Strategy 267
7 Business Level Strategy 315
8 Directions and Methods of Development 361
Commentary on Part III • Strategy Selection 409
Part IV • STRATEGY INTO ACTION 417
9 Organising for Success 419
10 Enabling Success 475
11 Managing Strategic Change 533
Commentary on Part IV • Strategy into Action 577
DETAILED CONTENTS
Endorsements i
List of Illustrations xvi
List of Exhibits xviii
Preface xxi
Getting the most from Exploring Corporate Strategy xxvi
The Authors xxxiii
Acknowledgements xxxv
Part I • INTRODUCTION 1
1 Introducing Strategy 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 10
1.1.3 The vocabulary of strategy 12
1.2 Strategic management 15
1.2.1 The strategic position 16
1.2.2 Strategic choices 19
1.2.3 Strategy into action 21
1.3 Strategy as a subject of study 21
1.4 Strategic management in different contexts 24
1.4.1 The small business context 26
1.4.2 The multinational corporation 26
1.4.3 Manufacturing and service organisations 27
1.4.4 The innovatory organisation 28
1.4.5 Strategy in the public sector 28
1.4.6 The voluntary and not for profit sectors 30
1.4.7 Professional service organisations 30
Summary 32
Recommended key readings 33
References 33
Work assignments 34
Case example: Battle of the browsers: rounds one and two 35
2 Understanding Strategy Development 37
2.1 Introduction 37
2.2 The strategy lenses 39
2.2.1 Strategy as design 39
2.2.2 Strategy as experience 43
viR DETAILED CONTENTS
2.2.3 Strategy as ideas 50
2.2.4 A summary of strategic lenses 60
2.3 Strategy development processes in organisations 61
2.3.1 Strategic planning systems 61
2.3.2 Strategic leadership 65
2.3.3 Organisational politics 66
2.3.4 Logical incrementalism 69
2.3.5 The learning organisation 71
2.3.6 Imposed strategy 73
2.3.7 Multiple processes of strategy development 73
2.4 Implications for strategy development 75
2.4.1 Intended and realised strategies 75
2.4.2 Strategic drift 78
2.4.3 Strategic management in uncertain and
complex conditions 82
2.5 Summary and implications for the study of strategy 84
Recommended key readings 86
References 87
Work assignments 89
Case example: Honda and the US motorcycle market in the 1960s 90
Part II • THE STRATEGIC POSITION 93
3 The Environment 97
3.1 Introduction 97
3.2 The macro environment 99
3.2.1 The PESTEL framework 99
3.2.2 Structural drivers of change 103
3.2.3 Differential impact of environmental influences 105
3.2.4 Scenarios 107
3.3 Industries and sectors 110
3.3.1 Sources of competition the five forces framework 112
3.3.2 The dynamics of competition and hypercompetition 120
3.3.3 Strategic groups 122
3.4 Organisational fields 126
3.5 Markets 127
3.5.1 Market segments 127
3.5.2 Understanding what customers value 130
3.6 Opportunities and threats 132
3.6.1 Strategic gaps 132
3.6.2 SWOT 132
Summary 134
Recommended key readings 135
References 136
DETAILED CONTENTS fat
Work assignments 137
Case example: The European brewing industry 138
4 Strategic Capability 145
4.1 Introduction 145
4.1.1 The roots of strategic capability 147
4.1.2 The importance of knowledge 150
4.2 Critical success factors (CSFs) 151
4.3 The strategic importance of resources 152
4.3.1 Available resources 152
4.3.2 Threshold resources 153
4.3.3 Unique resources 154
4.4 Competences and core competences 156
4.4.1 What is a core competence? 156
4.4.2 Where core competences reside 157
4.4.3 The importance of linkages 159
4.5 Delivering value for money 165
4.5.1 Sources of cost efficiency 166
4.5.2 Product features 168
4.5.3 What is valued varies with time 169
4.5.4 Providing value in new markets and new arenas 170
4.6 Performing better than competitors 171
4.6.1 Historical comparison 172
4.6.2 Industry norms/standards 172
4.6.3 Best in class benchmarking 174
4.7 Robustness 174
4.7.1 Rarity 175
4.7.2 Complexity 177
4.7.3 Causal ambiguity 178
4.7.4 Culture 179
4.7.5 Knowledge creation and integration 179
4.8 Strengths and weaknesses 183
Summary 183
Recommended key readings 184
References 185
Work assignments 186
Case example: Competences, knowledge management and
competitiveness at Pliva 188
5 Expectations and Purposes 193
5.1 Introduction 193
5.2 Corporate governance 195
5.2.1 The governance chain 195
5.2.2 Shareholders and the role of the governing bodies 198
X DETAILED CONTENTS
5.2.3 Rights of creditors and lenders 199
5.2.4 Relationships with customers and clients 201
5.2.5 Forms of ownership 201
5.2.6 Mergers and takeovers 205
5.2.7 Disclosure of information 205
5.3 Stakeholder expectations 206
5.3.1 Conflicts of expectations 207
5.3.2 Stakeholder mapping 208
5.3.3 Power 212
5.4 Business ethics 215
5.4.1 The ethical stance 216
5.4.2 Corporate social responsibility 220
5.4.3 The role of individuals and managers 220
5.5 The cultural context 221
5.5.1 National and regional cultures 223
5.5.2 The organisational field 223
5.5.3 Organisational culture 228
5.5.4 Functional and divisional cultures 229
5.5.5 The cultural web 230
5.5.6 Characterising an organisation's culture 236
5.6 Communicating organisational purposes 238
5.6.1 Mission statements 239
5.6.2 Objectives 241
Summary 242
Recommended key readings 243
References 243
Work assignments 245
Case example: Playing the game? Manchester United 247
Commentary on Part II • Coping with Complexity:
The 'Business Idea' 253
Part III • STRATEGIC CHOICES 263
6 Corporate Level Strategy 267
6.1 Introduction 267
6.2 The corporate parent: value adding or value destroying? 270
6.2.1 The value adding corporate parent 270
6.2.2 The value destroying corporate parent 272
6.3 The corporate rationale 273
6.3.1 The portfolio manager 275
6.3.2 The restructurer 277
6.3.3 The synergy manager 278
6.3.4 The parental developer 280
DETAILED CONTENTS xi
6.4 The corporate portfolio 283
6.4.1 The growth share matrix (or BCG box) 284
6.4.2 Balance in a public sector portfolio 286
6.4.3 The directional policy matrix 288
6.4.4 The parenting matrix 290
6.4.5 A relatedness matrix 293
6.4.6 Trends in portfolio management 296
6.5 The extent of corporate diversity 297
6.5.1 Related diversification 297
6.5.2 Unrelated diversification 302
6.5.3 Diversification and performance 304
6.6 Corporate control 306
6.7 Corporate level competition 306
Summary 308
Recommended key readings 309
References 309
Work assignments 310
Case example: The Virgin Group 311
7 Business Level Strategy 315
7.1 Introduction 315
7.2 Forces influencing business strategy 318
7.3 Bases of competitive advantage: the'strategy clock' 319
7.3.1 Price based strategies (routes 1 and 2) 319
7.3.2 Added value, or differentiation strategies
(route 4) 322
7.3.3 The hybrid strategy (route 3) 326
7.3.4 Focused differentiation (route 5) 328
7.3.5 Failure strategies (routes 6, 7 and 8) 330
7.3.6 Differentiation versus legitimacy 331
7.4 Sustaining competitive advantage 332
7.4.1 Sustaining low price advantage 332
7.4.2 Sustaining differentiation based advantage 336
7.4.3 The delta model and lock in 337
7.5 Competition and collaboration 339
7.6 Game theory 341
7.6.1 Simultaneous games 341
7.6.2 Sequential games 343
7.6.3 Repeated games 343
7.6.4 Changing the rules of the game 346
7.7 Competitive strategy in hypercompetitive conditions 346
7.7.1 Overcoming traditional bases of competitive
advantage 347
XIJ DETAILED CONTENTS
7.7.2 Escalating bases of competition 350
7.7.3 Successful hypercompetitive strategies 351
Summary 353
Recommended key readings 354
References 355
Work assignments 356
Case example: Madonna: The reign of the queen of pop 357
8 Directions and Methods of Development 361
8.1 Introduction 361
8.2 Directions for strategy development 363
8.2.1 Protect and build on current position 363
8.2.2 Product development 368
8.2.3 Market development 370
8.2.4 Diversification 373
8.3 Methods of strategy development 374
8.3.1 Internal development 374
8.3.2 Mergers and acquisitions 375
8.3.3 Joint developments and strategic alliances 378
8.4 Success criteria 384
8.4.1 Suitability 384
8.4.2 Acceptability 390
8.4.3 Feasibility 398
Summary 401
Recommended key readings 402
References 402
Work assignments 404
Case example: Lonely Planet Publications: Personal passion to
business success 405
Commentary on Part III • Strategy Selection 409
Part IV • STRATEGY INTO ACTION 417
9 Organising for Success 419
9.1 Introduction 419
9.2 Structural types 422
9.2.1 The simple structure 422
9.2.2 The functional structure 422
9.2.3 The multidivisional structure 425
9.2.4 The holding company structure 426
9.2.5 The matrix structure 427
9.2.6 Team based structures 429
9.2.7 Project based structures 431
9.2.8 Intermediate structures 431
DETAILED CONTENTS xiii
9.3 Processes 432
9.3.1 Direct supervision 433
9.3.2 Planning and control systems 433
9.3.3 Performance targets 436
9.3.4 Market mechanisms 438
9.3.5 Social/cultural processes 440
9.3.6 Self control and personal motivation 442
9.4 Relationships and boundaries 443
9.4.1 Centralisation vs. devolution 444
9.4.2 Boundaries 449
9.4.3 Networks 452
9.5 Configurations 455
9.5.1 Stereotypes 456
9.5.2 Configurations and globalisation 458
9.5.3 Reinforcing cycles 462
9.6 Organisational dilemmas 464
Summary 465
Recommended key readings 466
References 466
Work assignments 468
Case example: Building One BBC 469
10 Enabling Success 475
10.1 Introduction 475
10.2 Managing people 477
10.2.1 Introduction 477
10.2.2 People as a resource 480
10.2.3 People as the cultural and political context 481
10.2.4 Organising people 484
10.2.5 Competitive advantage through people 489
10.3 Managing information 490
10.3.1 Information and strategic capability 492
10.3.2 Information and changing business models 496
10.3.3 Information and structuring 498
10.3.4 Implications for managers 500
10.4 Managing finance 501
10.4.1 Managing for value 502
10.4.2 Funding strategic development 505
10.4.3 The financial expectations of stakeholders 510
10.5 Managing technology 512
10.5.1 Technology and the competitive situation 513
10.5.2 The diffusion of innovation 515
10.5.3 Technology and strategic capability 516
10.5.4 Organising technology development 519
10.6 Integrating resources 522
Xfv DETAILED CONTENTS
Summary 523
Recommended key readings 525
References 525
Work assignments 526
Case example: NHS Direct: A new gateway to health care 527
11 Managing Strategic Change 533
11.1 Introduction 533
11.2 Diagnosing the change situation 535
11.2.1 Types of strategic change 536
11.2.2 The importance of context 537
11.2.3 Organisational culture as context 540 '
11.2.4 Forcefield analysis 544
11.3 Change management: styles and roles 545
11.3.1 Styles of managing change 545
11.3.2 Roles in managing change 548
11.4 Levers for managing strategic change 554
11.4.1 Structure and control systems 554
11.4.2 Organisational routines 554
11.4.3 Symbolic processes 555
11.4.4 Power and political processes 558
11.4.5 Communicating change 562
11.4.6 Change tactics 565
Summary 567
Recommended key readings 569
References 569
Case example: Joined up government: Mental health provision
in the UK 571
Commentary on Part IV • Strategy into Action 577
Case Studies 587
A guide to using the case studies 587
Corus 591
ASM Lithography 600
Ericsson and the creation of the mobile telephony systems business 605
Building excellence at STMicroelectronics 618
The pharmaceutical industry, 2000 630
Irish ports 651
KPN telecommunications strategies for the twenty first century 659
Amazon.com from start up to the new millennium 674
Car dealers in the headlights 707
The Formula One Constructors 710
DETAILED CONTENTS XV
Broken Hill Proprietary (BHP) Company Limited turnaround strategy 724
Viking Sewing Machines AB 738
Learning the governance lessons of Tomkins 749
Sheffield Theatres Trust 758
No one loves you, baby: The Child Support Agency 774
Thorntons pic 783
The Sale of Burmah Castrol to BPAmoco 796
The News Corporation 808
The Royal Bank of Scotland Group 834
CRH pic: an evolving strategy 844
Ryanair the low fares airline 870
BMW Automobiles 886
South African Breweries 897
The Brewery Group Denmark: Faxe, Ceres and Thor 910
Barclaycard 925
WH Smith pic 941
GlaxoSmithKline a merger of equals? 956
Snappy Snaps 968
Coopers Creek and the New Zealand wine industry 972
Enterprise resource planning at Topps International Ltd 984
General Motors Brazil 995
ScottishPower Learning 998
Tetra Pak Converting Technologies: A project based organisation 1005
KPMG (A): Strategic change in the 1990s 1012
KPMG (B): Developing a global firm 1031
Marks and Spencer 1044
Downfall at Xerox 1056
Glossary 1063
Index of Companies and Organisations 1068
General Index 1070
LIST OF ILLUSTRATIONS
1.1 AOL/Time Warner 6
1.2 British Airways and the vocabulary of strategy 14
1.3 Choosing a new car 25
1.4 Strategic issues in different contexts 31
2.1 The Management Charter Initiative (MCI) 42
2.2 Taken for grantedness at organisational and institutional levels 47
2.3 Managing by ideas 54
2.4 Boundarylessness and success at GE 58
2.5 Strategic planning systems in BT: BT's business planning cycle 2000/01 62
2.6 ASO: UK Symphony Orchestra 68
2.7 An incrementalist view of strategic management 70
2.8 Emergent strategy 77
2.9 Technological change and organisational inertia in the computer industry 80
3.1 Examples of environmental influences 100
3.2 Global forces at Pilkington 106
3.3 Building scenarios 108
3.4 Chapter 2 at Pearson 111
3.5 The mobile phone industry 116
3.6 Cycles of competition 121
3.7 Strategic groups in Dutch MBA education 124
3.8 Bases of market segmentation 129
4.1 Strategic capability the terminology 148
4.2 The Ordnance Survey 155
4.3 Core competences for a consumer goods business 158
4.4 Solectron 163
4.5 Criminal justice . a value network 164
4.6 Benchmarking health care 173
4.7 Innovation and knowledge creation 181
4.8 SWOT analysis of Renault 182
5.1 Sir Rocco Forte, Granada and the'Ice Maiden' 197
5.2 The Patient's Charter revisited 202
5.3 Mutualisation or de mutualisation? 204
5.4a Stakeholder mapping at Tallman GmbH 210
5.4b Assessment of power 214
5.5 Regulating the Internet? 218
5.6 Cross Channel mergers 224
5.7 Rail privatisation changing organisational fields 226
5.8 The cultural web of the NHS 232
5.9 Organisational purposes for a social services department 240 I
6.1 BT in the bunker 274
6.2 From Lonrho to Lonmin 279
6.3 Espoused synergies in acquisitions 281
I
LIST OF ILLUSTRATIONS X\$
6.4 Unilever's parenting 294
6.5 Diversification through forward integration in the car industry 300
6.6 Standard Photographic's diversification 303
6.7 The Royal Bank of Scotland and the takeover of NatWest 307
7.1 Competitive strategies of Japanese car firms in Europe 321
7.2 easyJet's 'no frills' strategy 323
7.3 Differentiation in the wine industry: an Australian success story 325
7.4 Crinkly biscuits as competitive advantage? 327
7.5 IKEA's hybrid strategy 329
7.6 Sustaining a low price strategy: easyJet revisited 335
7.7 NXT learn lessons from Dolby 338
7.8 Simultaneous and sequential games in strategic decision making 344
7.9 Intel's hypercompetitive strategy 352
8.1 Pret a Manger hits the States with help from McDonald's 364
8.2 PIMS findings on various types of consolidation strategies 366
8.3 Wal Mart moves into Europe 372
8.4 UK anti drug strategy 379
8.5 Ranking options: Churchill Pottery 387
8.6 A strategic decision tree for a law firm 388
8.7 Sewerage construction project 389
8.8 Sensitivity analysis 396
8.9 Funds flow analysis: a worked example 399
9.1 Electrolux Home Products Europe 424
9.2 Team based structures at Saab Training Systems 430
9.3 Enterprise resource planning at Sonoco 435
9.4 The balanced scorecard: Rockwater 439
9.5 Italy's craftsmanship faces a global challenge 441
9.6 British Telecom restructures for the 21st century 445
9.7 British railways in crisis 451
9.8 The network organisation: Asea Brown Boveri 461
10.1 Human resource strategies at Hewlett Packard 482
10.2 The power of the knowledge worker 485
10.3 The new rules of digital marketing 494
10.4 Information technology and the five competitive forces 499
10.5 Managing for shareholder value at Cadbury Schweppes pic 506
10.6 High technology companies struggle to pay their debts 509
10.7 The diffusion of robotics 517
10.8 Celltech technology development in the biotechnology industry 520
11.1 The change context for western ventures in Russian companies 539
11.2 Preparing for change at Daler Rowney 541
11.3 Understanding the cultural context for change in local government 542
11.4 Styles of managing change 548
11.5 Changes in organisational routines 556
11.6 Symbolic activity and stategic change 559
11.7 Machiavelli on political processes 563
11.8 Tactics for strategic change at Pringle 568
LIST OF EXHIBITS
1.1 The leading edge of strategy: fit or stretch 8
1.2 The vocabulary of strategy 13
1.3 Characteristics of strategic management and operational management 15
1.4 A model of the elements of strategic management 17
2.1 Understanding strategy development 38
2.2 Managers' perceptions of elements of the design lens 43
2.3 Strategic direction from prior decisions 44
2.4 Cultural frames of reference 46
2.5 The role of the paradigm in strategy formulation 49
2.6 Conditions of adaptive tension 53
2.7 Simple rules 57
2.8 Three strategy lenses 60
2.9 Some configurations of strategy development processes 74
2.10 Strategy development routes 76
2.11 Patterns of strategy development 78
2.12 The dynamics of paradigm change 79
2.13 The risk of strategic drift 81
2.14 Strategy development in environmental contexts 83
Hi The business idea 94
3.1 Layers of the business environment 98
3.2 Macro environmental influences the PESTEL framework 102
3.3 Drivers of globalisation 104
3.4 The five forces framework 113
3.5 The life cycle model 119
3.6 Cycles of competition 120
3.7 Some characteristics for identifying strategic groups 123
3.8 Some bases of market segmentation 128
3.9 Perceived value by customers in the electrical engineering industry 130
4.1 The roots of strategic capability 146
4.2 Resources, competences and competitive advantage 154
4.3 The value chain within an organisation 161
4.4 The value system 162
4.5 Sources of cost efficiency 166
4.6 Critical success factors and core competences change over time 170 '
4.7 Four sources of robustness 175
4.8 Competitive advantage through managing linkages 177
4.9 Knowledge creation processes 180
5.1 Expectations and purposes 194
5.2 The chain of corporate governance: typical reporting structures 196
5.3 Strengths and weaknesses of governance systems 200
5.4 Some common conflicts of expectations 207
5.5 Stakeholder mapping: the power/interest matrix 208
LIST OF EXHIBITS xix
5.6 Sources and indicators of power 213
5.7 Four possible ethical stances 217
5.8 Some questions of corporate social responsibility 221
5.9 Cultural frames of reference 222
5.10 Culture in three layers 228
5.11 The cultural web 230
5.12 The cultural web: some useful questions 234
5.13 Characterising culture 237
5.14 The role of mission statements 241
Ilii 254
Illi Strategic choices 264
6.1 The multi business company 268
6.2 Four key questions of corporate strategy 269
6.3 The multi business corporation: value creation or destruction? 270
6.4 Potential added value roles of the corporate parent 271
6.5 Portfolio managers, restructures, synergy managers and
parental developers 276
6.6 The growth share matrix (or BCG box) 284
6.7 Public sector portfolio matrix 287
6.8 Indicators of SBU strength and market attractiveness 288
6.9 Market attractiveness/SBU strength matrix 289
6.10 Strategy guidelines based on the directional policy matrix 289
6.11 The parenting matrix: the Ashridge Portfolio Display 291
6.12 The relatedness matrix 293
6.13 Related diversification options for a manufacturer 298
6.14 Some reasons for related diversification 299
6.15 Some reasons for unrelated diversification 304
7.1 Bases of strategic choice at the business level 317
7.2 The strategy clock: competitive strategy options 320
7.3 A 'Prisoner's Dilemma' 342
7.4 Market moves and building barriers for competitive advantage 348
7.5 Escalation of bases of competition 350
8.1 Strategy development directions 362
8.2 Three elements of a globalisation strategy 371
8.3 Types of and motives for strategic alliances 380
8.4 Some examples of suitability 385
8.5 Understanding the relative suitability of strategic options 386
8.6 Some criteria for understanding the acceptability of strategic options 390
8.7 Assessing profitability 392
8.8 Real options framework 394
8.9 Resource deployment some important questions 400
HIM Phases of strategic decision making 412
9.1 Organising for success 420
9.2 A functional structure 423
9.3 A multidivisional structure 425
9.4 Two examples of matrix structures 428
9.5 'Bottom up' business planning 436
9.6 The balanced scorecard: an example 438
XX LIST OF EXHIBITS
9.7 Relationships and boundaries 443
9.8 Strategic planning 446
9.9 Financial control 447
9.10 Strategic control 449
9.11 Moined up' services: smoothing the network 454
9.12 Mintzberg's six organisational configurations 456
9.13 Configurations in multinational companies 458
9.14 Reinforcing cycles: two examples 463
9.15 Some dilemmas in organising for success 464
10.1 Enabling strategic success 476
10.2 Strategy and people 478
10.3 Competitive advantage through people 489
10.4 Strategy and information 491
10.5 New business models 497
10.6 Strategy and finance 501
10.7 The determinants of value creation 502
10.8 Funding strategies in different circumstances 507
10.9 Strategic advantage through innovation 513
10.10 Strategy and technology 514
10.11 Developing or acquiring technology 518
10.12 Funding and location of R D 519
10.13 Resource integration in a new product launch 523
11.1 A framework for managing strategic change 535
11.2 Types of change 536
11.3 Contextual features 538
11.4 Forcefield analysis 544
11.5 Styles of managing strategic change 546
11.6 Strategic leadership approaches 551
11.7 Organisational rituals and culture change 557
11.8 Political mechanisms in organisations 560
11.9 Effective and ineffective communication of change 564 |
| any_adam_object | 1 |
| author | Johnson, Gerry Scholes, Kevan |
| author_GND | (DE-588)170321231 (DE-588)170426017 |
| author_facet | Johnson, Gerry Scholes, Kevan |
| author_role | aut aut |
| author_sort | Johnson, Gerry |
| author_variant | g j gj k s ks |
| building | Verbundindex |
| bvnumber | BV014106664 |
| 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 QP 360 |
| classification_tum | WIR 540f WIR 547f |
| ctrlnum | (OCoLC)222853162 (DE-599)BVBBV014106664 |
| 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 | 6. ed. |
| format | Book |
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| genre | (DE-588)4522595-3 Fallstudiensammlung gnd-content |
| genre_facet | Fallstudiensammlung |
| id | DE-604.BV014106664 |
| illustrated | Illustrated |
| indexdate | 2025-01-31T11:03:49Z |
| institution | BVB |
| isbn | 0273651129 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-009664179 |
| oclc_num | 222853162 |
| open_access_boolean | |
| owner | DE-91 DE-BY-TUM DE-703 DE-384 DE-19 DE-BY-UBM DE-634 DE-11 |
| owner_facet | DE-91 DE-BY-TUM DE-703 DE-384 DE-19 DE-BY-UBM DE-634 DE-11 |
| physical | XXXVII, 1082 S. graph. Darst. |
| publishDate | 2002 |
| publishDateSearch | 2002 |
| publishDateSort | 2002 |
| publisher | Financial Times, Prentice Hall |
| record_format | marc |
| spelling | Johnson, Gerry Verfasser (DE-588)170321231 aut Exploring corporate strategy [text and cases] Gerry Johnson ; Kevan Scholes 6. ed. Harlow [u.a.] Financial Times, Prentice Hall 2002 XXXVII, 1082 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier An extensive process of market research & product development has formed the basis for this new edition. It covers all of the underlying concepts, processes of development & analytical methods of corporate strategy within a variety of organisations. Business planning Business planning Case studies Strategic planning Strategic planning Case studies 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 (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 Geschäftsplan (DE-588)4156961-1 s Strategie (DE-588)4057952-9 s Planung (DE-588)4046235-3 s 1\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=009664179&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 |
| spellingShingle | Johnson, Gerry Scholes, Kevan Exploring corporate strategy [text and cases] Business planning Business planning Case studies Strategic planning Strategic planning Case studies 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)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 | Business planning Business planning Case studies Strategic planning Strategic planning Case studies 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 | Business planning Business planning Case studies Strategic planning Strategic planning Case studies Planung Strategische Planung Unternehmensplanung Strategisches Management Strategie Geschäftsplan Fallstudiensammlung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009664179&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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