Corporate strategy:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Harlow [u.a.]
Pearson Education
2003
|
| Ausgabe: | 3. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXXI, 834 S. Ill., graph. Darst. 1 CD-ROM (12 cm) |
| ISBN: | 0273658549 |
Internformat
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Datensatz im Suchindex
| _version_ | 1804135044887871488 |
|---|---|
| adam_text | List of case studies xv
About this book xvii
How to use this book xxii
Guided tour of this book xxiv
Acknowledgements xxvii
Publisher s Acknowledgements xxx
Parti Introduction 1
1 Corporate strategy 4
2 A review of theory and practice 37
Part 2 Analysis of the environment 81
3 Analysing the environment basics 84
4 Analysing markets and competitors 123
5 Analysing customers 158
Part 3 Analysis of resources 197
6 Analysing resources basics 200
7 Analysing human resources 249
8 Analysing financial resources 283
9 Analysing operations resources 319
Part 4 The purpose of the organisation 351
10 Purpose shaped by vision, leadership and ethics 354
11 Purpose emerging from knowledge, technology and innovation 386
12 Purpose delivered through mission and objectives 422
Part 5 Developing the strategy 457
13 Developing strategic options: the prescriptive process 460
14 Strategy evaluation and development: the prescriptive process 507
15 Finding the strategic route forward: emergent and
prescriptive approaches 550
16 Strategy, structure and style 592
Part 6 The implementation process 625
17 Resource allocation, strategic planning and control 628
18 Organisational structure and people issues 663
19 International expansion and globalisation strategies 689
20 The dynamics of strategy development 734
21 Managing strategic change 760
22 Building a cohesive corporate strategy 795
Glossary 817
Indexes 825
¦¦¦ ¦ ¦..;..... . . ; . vr. y. i.^ . ;..,.:
List of case studies xv
About this book xvii
How to use this book xxii
Guided tour of this book xxiv
Acknowledgements xxvii
Publisher s Acknowledgements xxx
Part 11ntroduction J
1 Corporate strategy 4
Introduction 5
Case study 1.1 5
1.1 What is corporate strategy? 6
Case study 1.2 12
1.2 Core areas of corporate strategy 15
1.3 Process, content and context 17
1.4 Process: linking the three core areas 18
1.5 What makes good strategy? 23
1.6 Strategy development in public and
non profit organisations 25
1.7 International dimensions in corporate
strategy 26
Case study 1.3 27
Key reading 32
Summary 33
Questions 34
Strategic project 34
Further reading 35
Notes and references 35
2 A review of theory and practice 37
Introduction 37
Case study 2.1 38
2.1 Historical context of strategy 39
2.2 Prescriptive corporate strategy in practice 43
Case study 2.2 46
Case study 2.3 48
2.3 Emergent corporate strategy in practice 49
Case study 2.4 52
2.4 Prescriptive theories of corporate strategy 53
2.5 Emergent theories of corporate strategy 59
Case study 2.5 66
2.6 Strategy as history the contributions of
Penrose and Chandler 68
. » . _* JijLv *t lH ftL_W J
: Case study 2.6 69
I Key reading 72
i Summary 74
i Questions 75
j Strategic project 75
I Further reading 76
j Notes and references 76
I Part 2 Analysis of the environment
:3 Analysing the environment basics 84
i Introduction 84
j Case study 3.1 85
j 3.1 Exploring the environment 87
j 3.2 Consideration of the degree of
I turbulence in the environment 90
I 3.3 Analysing the general environment 92
I 3.4 Analysing the rate of market growth 94
I Case study 3.2 97
j Case study 3.3 99
i 3.5 Key factors for success in an industry 102
j 3.6 Analysing the competitive industry
j environment the contribution of Porter 103
! 3.7 Analysing the co operative environment 109
I 3.8 Analysing one or more immediate
I competitors in depth 113
I 3.9 Analysing the customer and
I market segmentation 115
i 3.10 Conclusions 116
j Case study 3.4 117
j Key reading 118
i Summary 119
j Questions 120
i Strategic project 121
j Further reading 121
i Notes and references 121
j 4 Analysing markets and competitors 123
j Introduction 124
! Case study 4.1 124
I 4.1 Sustainable competitive advantage 125
j 4.2 Dynamics of competitve advantage 129
I Case study 4.2 131
Full contents
4.3 The intensity of competition in j
an industry 132 j
4.4 Aggressive competitive strategies 134 I
4.5 Analysing an organisation s range of I
competing products and services 139 I
4.6 Distributor analysis 145 I
Case study 4.3 146 j
4.7 Analysing the role of government 147 i
Case study 4.4 151 I
4.8 Analysing international competitors 152 j
Key reading 153 I
Summary 154 I
Questions 156 j
Strategic project 156 I
Further reading 156 i
Notes and references 157 1
5 Analysing customers 158 i
Introduction 159 j
Case study 5.1 159
5.1 Customers and customer driven
strategy the contribution of
Theodore Levitt 162
5.2 Customer profiling and sustainable
competitive advantage 165
5.3 Market segmentation 170
Case study 5.2 172
5.4 Competitive positioning 174
5.5 Strategy implications: analysing
branding and reputation 176
5.6 Strategy implications: communicating
with customers and stakeholders 179
5.7 Strategy implications: strategic pricing
and value for money 181
5.8 International customer considerations 186
Case study 5.3 187
Key reading 191
Summary 192
Questions 194
Strategic project 194
Further reading 195
Notes and references 195
Part 3 Analysis of resources j
6 Analysing resources basics 200
Introduction 200
Case study 6.1 201
6.1 Prescriptive and emergent approaches
to resource issues 203
6.2 Key factors for success in an industry 204
6.3 Analysing the resources of an individual
organisation 207
Case study 6.2 210
6.4 Resource analysis and adding value 212
6.5 Adding competitive value: the value
chain and the value system the
contribution of Porter 216
6.6 Resource analysis and economic
rent the contribution of
David Ricardo 222
6.7 Resource analysis and competitive
advantage the resource based view 226
6.8 Identifying which resources deliver
sustainable competitive advantage 232
| 6.9 Resource analysis improving
I competitive advantage 239
i Case study 6.3 242
I Key reading 244
i Summary 245
I Questions 246
! Strategic project 247
i Further reading 247
I Notes and references 247
i 7 Analysing human resources 249
i Introduction 250
! Case study 7.1 250
! 7.1 Human resource analysis and
! corporate strategy 253
I 7.2 Human resource audit 255
I 7.3 Analysis of organisational
i culture 257
I Case study 7.2 263
j 7.4 Analysis of strategic change in
j organisations 265
I 7.5 Analysis of politics, power and
i strategic change 270
i 7.6 International cultural
i perspectives 272
I Case study 7.3 274
I Case study 7.4 276
i Key reading 279
I Summary 279
I Questions 280
j Strategic project 281
j Further reading 281
; Notes and references 281
8 Analysing financial resources 283
Introduction 284
Case study 8.1 284
8.1 Analysing the sources of finance 287
Case study 8.2 290
8.2 Cost of funds and the optimal capital
structure 294
8.3 Financial appraisal of strategy
proposals 296
8.4 Financial management and
added value: maximising
shareholder wealth 301
Case study 8.3 304
8.5 Relationship between financial and
corporate objectives 306
8.6 International aspects of financial
resources 308
Case study 8.4 310
Key reading 311
Summary 312
Questions 313
Strategic project 314
Further reading 314
Appendix I: Heineken NV extract
from consolidated accounts 315
Appendix II: Checklist of the main
financial ratios 317
Notes and references 318
9 Analysing operations resources 319
Introduction 320
Case study 9.1 320
9.1 Operations and corporate strategy 322
9.2 Analysis of the operations
environment 323
Case study 9.2 327
9.3 The role of operations in adding
value and achieving sustainable
competitive advantage 331
9.4 Operations activities and
corporate strategy 334
Case study 9.3 341
9.5 Service operations strategy 343
Key reading 346
Summary 346
Questions 348
Strategic project 348
Further reading 348
Notes and references 349
Full contents
Part 4 The purpose of the organisation I
I 10 Purpose shaped by vision, leadership
I and ethics 354
i Introduction 355
I Case study 10.1 355
I 10.1 Shaping the purpose of the organisation 357
i 10.2 Developing a strategic vision for
j the future 363
I Case study 10.2 365
I 10.3 Purpose and the role of leadership 367
! Case study 10.3 372
I 10.4 Purpose shaped by ethical considerations 374
j 10.5 Corporate governance and the
I purpose of the organisation 377
! Key reading 381
j Summary 382
; Questions 383
! Strategic project 384
; Further reading 384
j Notes and references 384
i 11 Purpose emerging from knowledge,
i technology and innovation 386
j Introduction 387
j Case study 11.1 387
I 11.1 Knowledge creation and purpose 390
j Case study 11.2 399
j 11.2 Using technology to develop
I purpose and competitive advantage 400
I Case study 11.3 404
I 11.3 Innovation and purpose 407
I Case study 11.4 409
I 11.4 How to innovate: the ideas process 411
i Key reading 416
I Summary 417
I Questions 418
i Strategic project 419
! Further reading 419
i Notes and references 420
I 12 Purpose delivered through mission
i and objectives 422
; Introduction 423
I Case study 12.1 423
j 12.1 Clarifying the purpose of the organisation 426
j 12.2 Stakeholder analysis 429
i Case study 12.2 433
Full contents
12.3 Developing the mission 435 1 *
Case study 12.3 439 i
12.4 Developing the objectives 440 I
12.5 Purpose in conglomerates the role i
of parenting 443 i
12.6 Quality objectives and corporate 445 ;
strategy j
12.7 Emergent strategy perspectives 448 j
12.8 Stakeholder power around the world j
and its influence on mission I
and objectives 449 i
Key reading 451 ;
Summary 451 1
Questions 453 I
Strategic project 453 I
Further reading 453 I
Notes and references 454 I
Part 5 Developing the strategy
13 Developing strategic options: i
the prescriptive process 460
Introduction 460 |
Case study 13.1 462 j
13.1 Purpose and the SWOT analysis j
the contribution of Andrews 464 I
13.2 Environment based options: j
generic strategies the contribution I
of Porter 466 j
Case study 13.2 470 j
Case study 13.3 474
13.3 Environment based strategic options: j
the market options matrix 477 I
13.4 Environment based strategic options:
the expansion method matrix 482
Case study 13.4 486
13.5 Resource based strategic options:
the value chain 490
13.6 Resource based strategic options:
the resource based view 493
13.7 Resource based strategic options:
cost reduction 496
13.8 Resource based options in some
special types of organisation 501
Summary 502
Questions 504
Strategic project 504
Further reading 504
Notes and references 505
14 Strategy evaluation and
development: the prescriptive
process 507
Introduction 507
Case study 14.1 509
14.1 Prescriptive strategy content: evaluation
against six criteria 510
Case study 14.2 516
14.2 Prescriptive strategy content:
procedures and techniques 518
14.3 Applying empirical evidence and
guidelines 525
Case study 14.3 530
14.4 The classic prescriptive model of
corporate strategy: exploring the
process 533
14.5 International corporate
strategy selection 537
Case study 14.4 538
Summary 543
Questions 545
Strategic project 546
Further reading 546
Appendix 547
Notes and references 547
15 Finding the strategic route forward:
emergent and prescriptive
approaches 550
Introduction 551
Case study 15.1 552
| 15.1 The importance of strategy context 553
Case study 15.2 557
I 15.2 The survival based strategic
I route forward 560
I 15.3 The uncertainty based strategic
j route forward 563
I Case study 15.3 567
I 15.4 The negotiation based strategic
; route forward 570
j 15.5 The learning based strategic
I route forward 578
I 15.6 International considerations 582
j Case study 15.4 584
; Summary 586
; Questions 587
i Strategic project 588
I Further reading 588
i Appendix 589
i Notes and references 590
16 Strategy, structure and style 592!
Introduction 593 I
Case study 16.1 593 |
16.1 The basic relationship between I
strategy and structure 595 j
16.2 Strategy before structure: Chandler s I
contribution 597 i
16.3 Implications of designing structures I
to fit strategy 598 j
Case study 16.2 600 j
16.4 Criticisms: strategy and structure
are interlinked 603 I
16.5 The links between strategy and 1
structure and the concept of I
strategic fit 610 I
16.6 The choice of management style j
and culture 615 I
Case study 16.3 617 !
Summary 620 i
Questions 621 I
Strategic project 622 j
Further reading 622 I
Notes and references 622 I
Part 6 The implementation process j j
17 Resource allocation, strategic i
planning and control 628
Introduction 629 I
Case study 17.1 630 j
17.1 The implementation process 631 |
17.2 Relationship between implementation j
and the strategy development process 634 j
Case study 17.2 639 |
17.3 Objectives, task setting and ;
communicating the strategy 642 ;
17.4 Resource allocation 646 j
Case study 17.3 648 j
17.5 Strategic planning 650 ;
17.6 Information, monitoring
and control 656
17.7 Implementation of international strategy 658
Key reading 658
Summary 659
Questions 660
Strategic project 660
Further reading 660
Notes and references 661
Full contents
18 Organisational structure and
people issues 663
Introduction 664
Case study 18.1 664
18.1 Building the organisation s 666
structure
18.2 Types of organisational structure 671
Case study 18.2 676
18.3 Organisational structures for 677
innovation
18.4 Motivation and staffing in strategy
implementation 680
18.5 Strategy and structure in international
organisations the role of
headquarters 681
Case study 18.3 682
Key reading 685
Summary 686
Questions 687
Strategic project 687
Further reading 687
Notes and references 688
19 International expansion and
globalisation strategies 689
Introduction 690
Case study 19.1 691
19.1 International expansion and
globalisation: their meaning
and importance 692
Case study 19.2 697
19.2 World trade and the international
expansion strategies of companies 700
19.3 Influence of institutions involved in
international trade 705
i Case study 19.3 708
i 19.4 International and global expansion
strategies: the company perspective 711
; 19.5 International and global expansion
; strategies: organisation structures 717
i 19.6 International and global expansion
I strategies: developing external
i relationships 721
i 19.7 Relationships between companies
i and countries 724
| Case study 19.4 726
I Key reading 729
i Summary 730
i Questions 731
xiii
Full contents
Strategic project 732 j
Further reading 732 j
Notes and references 732 i
20 The dynamics of strategy
development 734 j
Introduction 734 I
Case study 20.1 735 I
20.1 The dynamics of purpose 737 j
20.2 The dynamics of resource j
development 738 I
20.3 The dynamics of environmental j
development 743 I
Case study 20.2 748 I
20.4 The dynamics of fast moving markets 750 j
20.5 The dynamics of slow moving I
and mature markets 753 j
Case study 20.3 754 j
Key reading 756 |
Summary 757 I
Questions 758 I
Strategic project 759 i
Notes and references 759 i
21 Managing strategic change 760
Introduction 760
Case study 21.1 761
21.1 The basic concept of strategic change 763
21.2 Analysing the causes of strategic change 768
Case study 21.2 770
21.3 Prescriptive approaches to managing
strategic change 771
Case study 21.3 774
21.4 Emergent approaches to
managing change 776
21.5 Developing a strategic
change programme 783
Case study 21.4 788
Key reading 790
Summary 791
Questions 793
Strategic project 793
Further reading 794
Notes and references 794
22 Building a cohesive corporate
strategy 795
Introduction 796
Case study 22.1 796
22.1 Cohesion in prescriptive and
emergent processes 798
22.2 Combining the elements of corporate
strategy: the Seven S Framework 800
22.3 Longer term strategy issues 806
! Case study 22.2 809
; Key reading 811
i Summary 813
j Questions 814
i Strategic project 814
i Further reading 814
I Notes and references 814
! Glossary 817
i Name index 825
i Subject index 827
:
Chapter 1 j
1.1 Corporate strategy at Hewlett Packard 5 I
1.2 Disaster and recovery at IBM: 1 j
Corporate profit disaster at IBM 12 i
1.3 Sky high strategies of Europe s j
budget airlines 27 I
Chapter 2 :
2.1 Attacking a dominant competitor: a joint j
venture strategy by Nestle and I
General Mills 38 j
2.2 Prescriptive strategic planning I
at Spillers pic 46 !
2.3 Prescriptive strategy to rescue Britain s I
ailing National Health Service 48 I
2.4 Emergent strategy at Spillers Baking 52 !
2.5 The rise and fall of Dalgety 66 j
2.6 Disaster and recovery at IBM: 2 ;
How IBM changed its strategy and I
revived its fortunes 69 !
Chapter 3 :
3.1 Pan European steel companies i
merge to cope with the new j
competitive environment 85 j
3.2 Different strategies in the ice i
cream market 97 i
3.3 Will the steel companies adopt j
global strategies? 99
3.4 Strategic bargaining to film
The Lord of the Rings 117
Chapter 4
4.1 Unilever ice cream defends its
European market share 124
4.2 Web strategy at Boo.com To be
booed? Or applauded? 131
4.3 Mars ice cream: distribution
strategy problems 146
4.4 The call of Africa grows louder 151
Chapter 5
5.1 Will Dyson remain successful? 159
5.2 Two methods of segmenting products
in the European ice cream market 172
5.3 Customer strategy at Airbus:
competing in the Superjumbo
aircraft segment 187
Chapter 6
6.1 Resource strategy at GSK: negotiating
a merger and making it work 201
6.2 How three European companies
attempt to utilise their resources 210
6.3 Xbox the strategic battle for the
home entertainment market has
just begun 242
Chapter 7
7.1 Royal Dutch/Shell the sweeping
change that failed to materialise 250
7.2 Culture, crisis and power at
British Petroleum 263
7.3 Industry groups in Japan, Korea,
Hong Kong and Italy 274
7.4 How Xerox Europe shifted its strategy
i and changed its organisation 276
! Chapter 8
i 8.1 Global expansion: brewing at
I Heineken NV 284
; 8.2 The financing of brewers growth 290
i 8.3 SCA s financial objectives 304
j 8.4 Improving shareholder wealth
I at LucasVarity, Burton and Diageo 310
j Chapter 9
; 9.1 Dell Computers competitive
I advantage through low cost
i manufacturing 320
I 9.2 Toyota: taking out costs and
j adding value 327
! 9.3 Cost reduction strategy at Bajaj, the
j India based motorcycle maker 341
Chapter 10
I 10.1 DaimlerChrysler: flawed vision or
i just unlucky? 355
I 10.2 Leadership in action: Jiirgen
i Schrempp of Daimler Benz 365
XV
List of case studies
10.3 Negotiation ethics at Portsmouth s j
new millennium tower a double i
whammy? 372 i
Chapter 11 I
11.1 Developing new knowledge at Nike 387 j
11.2 Will traditional retail banks survive j
the threat of the new technologies j
the Internet and telephone banking? 399 j
11.3 The problem with innovation at 3M 404 j
11.4 How Philips exploits its ;
technology edge 409 j
Chapter 12 j
12.1 Ford s new objective: Back to basics 423 j
12.2 Objectives derailed on the Jubilee i
Line Extension 433 I
12.3 Coca Cola: Lowering the fizz in i
its objectives 439 I
Chapter 13 j
13.1 New strategy options at McDonald s 462 |
13.2 Generic strategy options analysis: i
European ice cream 470 j
13.3 Market based strategies in global TV: |
exciting opportunities in a
fast expanding market 474
13.4 Building a global media company at
News Corporation 486
Chapter 14
14.1 Nokia the risk of choosing between
options 509
14.2 Eurofreeze evaluates its strategy
options: 1 516
14.3 Corporate strategic leadership
at Unilever 530
14.4 Eurofreeze evaluates its strategy
options: 2 538
Chapter 15
15.1 How Honda came to dominate two
major motorcycle markets 552
15.2 Europe s leading telecom companies:
overstretched and under threat 557
15.3 How GEC Marconi used game theory
to make an extra US $3 billion 567
15.4 Mobile revolution: Vodafone s struggle
to maintain its success 584
Chapter 16
16.1 How Sony moved out across Asia 593
16.2 How General Motors organised
its future 600
16.3 How ABB empowered its managers
and then reversed the process 617
Chapter 17
17.1 European football: viable strategy badly
implemented? Or does the whole
strategy need a rethink? 630
17.2 Strategic planning at Canon with a
co operative corporate style 639
17.3 Informal strategic controls at Nestle 648
Chapter 18
18.1 PepsiCo: Organising to integrate its
acquisitions 664
18.2 Cisco Systems: Benefits of a highly
structured organisation 676
18.3 Ford Motors Reorganising
back to basics 682
i Chapter 19
! 19.1 Globalisation at Giant Bicycles 691
; 19.2 International strategy in the
: world pulp and paper industry 697
! 19.3 What strategy now for SCA? 708
! 19.4 Tate Lyle pic: globalisation to
; sweeten the profit line 726
j Chapter 20
j 20.1 eBay the auction market that
j spans the world 735
j 20.2 Recorded music on the Internet: only the
j beginning of the broadband revolution? 748
j 20.3 Making an impact in only 100 days 754
j Chapter 21
! 21.1 Shock tactics at BOC 761
I 21.2 Owens Corning reveals its
! strategies for change 770
j 21.3 United Biscuits a shadow of its
i former self 774
I 21.4 StanChart chief swept out by
j culture clash 788
Chapter 22
I 22.1 Next steps for Novartis 796
i 22.2 Side effects of age leave Roche reeling 809
|
| adam_txt |
List of case studies xv
About this book xvii
How to use this book xxii
Guided tour of this book xxiv
Acknowledgements xxvii
Publisher's Acknowledgements xxx
Parti Introduction 1
1 Corporate strategy 4
2 A review of theory and practice 37
Part 2 Analysis of the environment 81
3 Analysing the environment basics 84
4 Analysing markets and competitors 123
5 Analysing customers 158
Part 3 Analysis of resources 197
6 Analysing resources basics 200
7 Analysing human resources 249
8 Analysing financial resources 283
9 Analysing operations resources 319
Part 4 The purpose of the organisation 351
10 Purpose shaped by vision, leadership and ethics 354
11 Purpose emerging from knowledge, technology and innovation 386
12 Purpose delivered through mission and objectives 422
Part 5 Developing the strategy 457
13 Developing strategic options: the prescriptive process 460
14 Strategy evaluation and development: the prescriptive process 507
15 Finding the strategic route forward: emergent and
prescriptive approaches 550
16 Strategy, structure and style 592
Part 6 The implementation process 625
17 Resource allocation, strategic planning and control 628
18 Organisational structure and people issues 663
19 International expansion and globalisation strategies 689
20 The dynamics of strategy development 734
21 Managing strategic change 760
22 Building a cohesive corporate strategy 795
Glossary 817
Indexes 825
¦¦¦ ¦ ¦.;. .'. ;'. vr. y. i.^ . ;.,.:
List of case studies xv
About this book xvii
How to use this book xxii
Guided tour of this book xxiv
Acknowledgements xxvii
Publisher's Acknowledgements xxx
Part 11ntroduction J
1 Corporate strategy 4
Introduction 5
Case study 1.1 5
1.1 What is corporate strategy? 6
Case study 1.2 12
1.2 Core areas of corporate strategy 15
1.3 Process, content and context 17
1.4 Process: linking the three core areas 18
1.5 What makes 'good' strategy? 23
1.6 Strategy development in public and
non profit organisations 25
1.7 International dimensions in corporate
strategy 26
Case study 1.3 27
Key reading 32
Summary 33
Questions 34
Strategic project 34
Further reading 35
Notes and references 35
2 A review of theory and practice 37
Introduction 37
Case study 2.1 38
2.1 Historical context of strategy 39
2.2 Prescriptive corporate strategy in practice 43
Case study 2.2 46
Case study 2.3 48
2.3 Emergent corporate strategy in practice 49
Case study 2.4 52
2.4 Prescriptive theories of corporate strategy 53
2.5 Emergent theories of corporate strategy 59
Case study 2.5 66
2.6 Strategy as history the contributions of
Penrose and Chandler 68
. » ." _* JijLv *t' lH ftL_W " J
: Case study 2.6 69
I Key reading 72
i Summary 74
i Questions 75
j Strategic project 75
I Further reading 76
j Notes and references 76
I Part 2 Analysis of the environment
:3 Analysing the environment basics 84
i Introduction 84
j Case study 3.1 85
j 3.1 Exploring the environment 87
j 3.2 Consideration of the degree of
I turbulence in the environment 90
I 3.3 Analysing the general environment 92
I 3.4 Analysing the rate of market growth 94
I Case study 3.2 97
j Case study 3.3 99
i 3.5 Key factors for success in an industry 102
j 3.6 Analysing the competitive industry
j environment the contribution of Porter 103
! 3.7 Analysing the co operative environment 109
I 3.8 Analysing one or more immediate
I competitors in depth 113
I 3.9 Analysing the customer and
I market segmentation 115
i 3.10 Conclusions 116
j Case study 3.4 117
j Key reading 118
i Summary 119
j Questions 120
i Strategic project 121
j Further reading 121
i Notes and references 121
j 4 Analysing markets and competitors 123
j Introduction 124
! Case study 4.1 124
I 4.1 Sustainable competitive advantage 125
j 4.2 Dynamics of competitve advantage 129
I Case study 4.2 131
Full contents
4.3 The intensity of competition in j
an industry 132 j
4.4 Aggressive competitive strategies 134 I
4.5 Analysing an organisation's range of I
competing products and services 139 I
4.6 Distributor analysis 145 I
Case study 4.3 146 j
4.7 Analysing the role of government 147 i
Case study 4.4 151 I
4.8 Analysing international competitors 152 j
Key reading 153 I
Summary 154 I
Questions 156 j
Strategic project 156 I
Further reading 156 i
Notes and references 157 1
5 Analysing customers 158 i
Introduction 159 j
Case study 5.1 159 \
5.1 Customers and customer driven
strategy the contribution of
Theodore Levitt 162
5.2 Customer profiling and sustainable
competitive advantage 165
5.3 Market segmentation 170
Case study 5.2 172
5.4 Competitive positioning 174
5.5 Strategy implications: analysing
branding and reputation 176
5.6 Strategy implications: communicating
with customers and stakeholders 179
5.7 Strategy implications: strategic pricing
and value for money 181
5.8 International customer considerations 186
Case study 5.3 187
Key reading 191
Summary 192
Questions 194
Strategic project 194
Further reading 195
Notes and references 195
Part 3 Analysis of resources j
6 Analysing resources basics 200
Introduction 200
Case study 6.1 201
6.1 Prescriptive and emergent approaches
to resource issues 203
6.2 Key factors for success in an industry 204
6.3 Analysing the resources of an individual
organisation 207
Case study 6.2 210
6.4 Resource analysis and adding value 212
6.5 Adding competitive value: the value
chain and the value system the
contribution of Porter 216
6.6 Resource analysis and economic
rent the contribution of
David Ricardo 222
6.7 Resource analysis and competitive
advantage the resource based view 226
6.8 Identifying which resources deliver
sustainable competitive advantage 232
| 6.9 Resource analysis improving
I competitive advantage 239
i Case study 6.3 242
I Key reading 244
i Summary 245
I Questions 246
! Strategic project 247
i Further reading 247
I Notes and references 247
i 7 Analysing human resources 249
i Introduction 250
! Case study 7.1 250
! 7.1 Human resource analysis and
! corporate strategy 253
I 7.2 Human resource audit 255
I 7.3 Analysis of organisational
i culture 257
I Case study 7.2 263
j 7.4 Analysis of strategic change in
j organisations 265
I 7.5 Analysis of politics, power and
i strategic change 270
i 7.6 International cultural
i perspectives 272
I Case study 7.3 274
I Case study 7.4 276
i Key reading 279
I Summary 279
I Questions 280
j Strategic project 281
j Further reading 281
; Notes and references 281
8 Analysing financial resources 283
Introduction 284
Case study 8.1 284
8.1 Analysing the sources of finance 287
Case study 8.2 290
8.2 Cost of funds and the optimal capital
structure 294
8.3 Financial appraisal of strategy
proposals 296
8.4 Financial management and
added value: maximising
shareholder wealth 301
Case study 8.3 304
8.5 Relationship between financial and
corporate objectives 306
8.6 International aspects of financial
resources 308
Case study 8.4 310
Key reading 311
Summary 312
Questions 313
Strategic project 314
Further reading 314
Appendix I: Heineken NV extract
from consolidated accounts 315
Appendix II: Checklist of the main
financial ratios 317
Notes and references 318
9 Analysing operations resources 319
Introduction 320
Case study 9.1 320
9.1 Operations and corporate strategy 322
9.2 Analysis of the operations
environment 323
Case study 9.2 327
9.3 The role of operations in adding
value and achieving sustainable
competitive advantage 331
9.4 Operations activities and
corporate strategy 334
Case study 9.3 341
9.5 Service operations strategy 343
Key reading 346
Summary 346
Questions 348
Strategic project 348
Further reading 348
Notes and references 349
Full contents
\ Part 4 The purpose of the organisation I
I 10 Purpose shaped by vision, leadership
I and ethics 354
i Introduction 355
I Case study 10.1 355
I 10.1 Shaping the purpose of the organisation 357
i 10.2 Developing a strategic vision for
j the future 363
I Case study 10.2 365
I 10.3 Purpose and the role of leadership 367
! Case study 10.3 372
I 10.4 Purpose shaped by ethical considerations 374
j 10.5 Corporate governance and the
I purpose of the organisation 377
! Key reading 381
j Summary 382
; Questions 383
! Strategic project 384
; Further reading 384
j Notes and references 384
i 11 Purpose emerging from knowledge,
i technology and innovation 386
j Introduction 387
j Case study 11.1 387
I 11.1 Knowledge creation and purpose 390
j Case study 11.2 399
j 11.2 Using technology to develop
I purpose and competitive advantage 400
I Case study 11.3 404
I 11.3 Innovation and purpose 407
I Case study 11.4 409
I 11.4 How to innovate: the 'ideas' process 411
i Key reading 416
I Summary 417
I Questions 418
i Strategic project 419
! Further reading 419
i Notes and references 420
I 12 Purpose delivered through mission
i and objectives 422
; Introduction 423
I Case study 12.1 423
j 12.1 Clarifying the purpose of the organisation 426
j 12.2 Stakeholder analysis 429
i Case study 12.2 433
Full contents
12.3 Developing the mission 435 1 *
Case study 12.3 439 i
12.4 Developing the objectives 440 I
12.5 Purpose in conglomerates the role i
of parenting 443 i
12.6 Quality objectives and corporate 445 ;
strategy j
12.7 Emergent strategy perspectives 448 j
12.8 Stakeholder power around the world j
and its influence on mission I
and objectives 449 i
Key reading 451 ;
Summary 451 1
Questions 453 I
Strategic project 453 I
Further reading 453 I
Notes and references 454 I
Part 5 Developing the strategy \
13 Developing strategic options: i
the prescriptive process 460 \
Introduction 460 |
Case study 13.1 462 j
13.1 Purpose and the SWOT analysis j
the contribution of Andrews 464 I
13.2 Environment based options: j
generic strategies the contribution I
of Porter 466 j
Case study 13.2 470 j
Case study 13.3 474 \
13.3 Environment based strategic options: j
the market options matrix 477 I
13.4 Environment based strategic options:
the expansion method matrix 482
Case study 13.4 486
13.5 Resource based strategic options:
the value chain 490
13.6 Resource based strategic options:
the resource based view 493
13.7 Resource based strategic options:
cost reduction 496
13.8 Resource based options in some
special types of organisation 501
Summary 502
Questions 504
Strategic project 504
Further reading 504
Notes and references 505
14 Strategy evaluation and
development: the prescriptive
process 507
Introduction 507
Case study 14.1 509
14.1 Prescriptive strategy content: evaluation
against six criteria 510
Case study 14.2 516
14.2 Prescriptive strategy content:
procedures and techniques 518
14.3 Applying empirical evidence and
guidelines 525
Case study 14.3 530
14.4 The classic prescriptive model of
corporate strategy: exploring the
process 533
14.5 International corporate
strategy selection 537
Case study 14.4 538
Summary 543
Questions 545
Strategic project 546
Further reading 546
Appendix 547
Notes and references 547
15 Finding the strategic route forward:
emergent and prescriptive
approaches 550
Introduction 551
Case study 15.1 552
| 15.1 The importance of strategy context 553
\ Case study 15.2 557
I 15.2 The survival based strategic
I route forward 560
I 15.3 The uncertainty based strategic
j route forward 563
I Case study 15.3 567
I 15.4 The negotiation based strategic
; route forward 570
j 15.5 The learning based strategic
I route forward 578
I 15.6 International considerations 582
j Case study 15.4 584
; Summary 586
; Questions 587
i Strategic project 588
I Further reading 588
i Appendix 589
i Notes and references 590
16 Strategy, structure and style 592!
Introduction 593 I
Case study 16.1 593 |
16.1 The basic relationship between I
strategy and structure 595 j
16.2 Strategy before structure: Chandler's I
contribution 597 i
16.3 Implications of designing structures I
to fit strategy 598 j
Case study 16.2 600 j
16.4 Criticisms: strategy and structure \
are interlinked 603 I
16.5 The links between strategy and 1
structure and the concept of I
strategic fit 610 I
16.6 The choice of management style j
and culture 615 I
Case study 16.3 617 !
Summary 620 i
Questions 621 I
Strategic project 622 j
Further reading 622 I
Notes and references 622 I
Part 6 The implementation process j j
17 Resource allocation, strategic i
planning and control 628 \
Introduction 629 I
Case study 17.1 630 j
17.1 The implementation process 631 |
17.2 Relationship between implementation j
and the strategy development process 634 j
Case study 17.2 639 |
17.3 Objectives, task setting and ;
communicating the strategy 642 ;
17.4 Resource allocation 646 j
Case study 17.3 648 j
17.5 Strategic planning 650 ;
17.6 Information, monitoring
and control 656
17.7 Implementation of international strategy 658
Key reading 658
Summary 659
Questions 660
Strategic project 660
Further reading 660
Notes and references 661
Full contents
18 Organisational structure and
people issues 663
Introduction 664
Case study 18.1 664
18.1 Building the organisation's 666
structure
18.2 Types of organisational structure 671
Case study 18.2 676
18.3 Organisational structures for 677
innovation
18.4 Motivation and staffing in strategy
implementation 680
18.5 Strategy and structure in international
organisations the role of
headquarters 681
Case study 18.3 682
Key reading 685
Summary 686
Questions 687
Strategic project 687
Further reading 687
Notes and references 688
19 International expansion and
globalisation strategies 689
Introduction 690
Case study 19.1 691
19.1 International expansion and
globalisation: their meaning
and importance 692
Case study 19.2 697
19.2 World trade and the international
expansion strategies of companies 700
19.3 Influence of institutions involved in
international trade 705
i Case study 19.3 708
i 19.4 International and global expansion
\ strategies: the company perspective 711
; 19.5 International and global expansion
; strategies: organisation structures 717
i 19.6 International and global expansion
I strategies: developing external
i relationships 721
i 19.7 Relationships between companies
i and countries 724
| Case study 19.4 726
I Key reading 729
i Summary 730
i Questions 731
xiii
Full contents
Strategic project 732 j
Further reading 732 j
Notes and references 732 i
20 The dynamics of strategy \
development 734 j
Introduction 734 I
Case study 20.1 735 I
20.1 The dynamics of purpose 737 j
20.2 The dynamics of resource j
development 738 I
20.3 The dynamics of environmental j
development 743 I
Case study 20.2 748 I
20.4 The dynamics of fast moving markets 750 j
20.5 The dynamics of slow moving I
and mature markets 753 j
Case study 20.3 754 j
Key reading 756 |
Summary 757 I
Questions 758 I
Strategic project 759 i
Notes and references 759 i
21 Managing strategic change 760
Introduction 760
Case study 21.1 761
21.1 The basic concept of strategic change 763
21.2 Analysing the causes of strategic change 768
Case study 21.2 770
21.3 Prescriptive approaches to managing
strategic change 771
Case study 21.3 774
21.4 Emergent approaches to
managing change 776
21.5 Developing a strategic
change programme 783
Case study 21.4 788
Key reading 790
Summary 791
Questions 793
Strategic project 793
Further reading 794
Notes and references 794
22 Building a cohesive corporate
strategy 795
Introduction 796
Case study 22.1 796
22.1 Cohesion in prescriptive and
emergent processes 798
22.2 Combining the elements of corporate
strategy: the 'Seven S Framework' 800
22.3 Longer term strategy issues 806
! Case study 22.2 809
; Key reading 811
i Summary 813
j Questions 814
i Strategic project 814
i Further reading 814
I Notes and references 814
! Glossary 817
i Name index 825
i Subject index 827
:
Chapter 1 j
1.1 Corporate strategy at Hewlett Packard 5 I
1.2 Disaster and recovery at IBM: 1 j
Corporate profit disaster at IBM 12 i
1.3 Sky high strategies of Europe's j
budget airlines 27 I
Chapter 2 :
2.1 Attacking a dominant competitor: a joint j
venture strategy by Nestle and I
General Mills 38 j
2.2 Prescriptive strategic planning I
at Spillers pic 46 !
2.3 Prescriptive strategy to rescue Britain's I
ailing National Health Service 48 I
2.4 Emergent strategy at Spillers Baking 52 !
2.5 The rise and fall of Dalgety 66 j
2.6 Disaster and recovery at IBM: 2 ;
How IBM changed its strategy and I
revived its fortunes 69 !
Chapter 3 :
3.1 Pan European steel companies i
merge to cope with the new j
competitive environment 85 j
3.2 Different strategies in the ice i
cream market 97 i
3.3 Will the steel companies adopt j
global strategies? 99
3.4 Strategic bargaining to film
The Lord of the Rings 117
Chapter 4
4.1 Unilever ice cream defends its
European market share 124
4.2 Web strategy at Boo.com To be
booed? Or applauded? 131
4.3 Mars ice cream: distribution
strategy problems 146
4.4 The call of Africa grows louder 151
Chapter 5
5.1 Will Dyson remain successful? 159
5.2 Two methods of segmenting products
in the European ice cream market 172
5.3 Customer strategy at Airbus:
competing in the Superjumbo
aircraft segment 187
Chapter 6
6.1 Resource strategy at GSK: negotiating
a merger and making it work 201
6.2 How three European companies
attempt to utilise their resources 210
6.3 Xbox the strategic battle for the
home entertainment market has
just begun 242
Chapter 7
7.1 Royal Dutch/Shell the sweeping
change that failed to materialise 250
7.2 Culture, crisis and power at
British Petroleum 263
7.3 Industry groups in Japan, Korea,
Hong Kong and Italy 274
7.4 How Xerox Europe shifted its strategy
i and changed its organisation 276
! Chapter 8
i 8.1 Global expansion: brewing at
I Heineken NV 284
; 8.2 The financing of brewers' growth 290
i 8.3 SCA's financial objectives 304
j 8.4 Improving shareholder wealth
I at LucasVarity, Burton and Diageo 310
j Chapter 9
; 9.1 Dell Computers competitive
I advantage through low cost
i manufacturing 320
I 9.2 Toyota: taking out costs and
j adding value 327
! 9.3 Cost reduction strategy at Bajaj, the
j India based motorcycle maker 341
\ Chapter 10
I 10.1 DaimlerChrysler: flawed vision or
i just unlucky? 355
I 10.2 Leadership in action: Jiirgen
i Schrempp of Daimler Benz 365
XV
List of case studies
10.3 Negotiation ethics at Portsmouth's j
new millennium tower a double i
whammy? 372 i
Chapter 11 I
11.1 Developing new knowledge at Nike 387 j
11.2 Will traditional retail banks survive j
the threat of the new technologies j
the Internet and telephone banking? 399 j
11.3 The problem with innovation at 3M 404 j
11.4 How Philips exploits its ;
technology edge 409 j
Chapter 12 j
12.1 Ford's new objective: 'Back to basics' 423 j
12.2 Objectives derailed on the Jubilee i
Line Extension 433 I
12.3 Coca Cola: Lowering the fizz in i
its objectives 439 I
Chapter 13 j
13.1 New strategy options at McDonald's 462 |
13.2 Generic strategy options analysis: i
European ice cream 470 j
13.3 Market based strategies in global TV: |
exciting opportunities in a \
fast expanding market 474
13.4 Building a global media company at
News Corporation 486
Chapter 14
14.1 Nokia the risk of choosing between
options 509
14.2 Eurofreeze evaluates its strategy
options: 1 516
14.3 Corporate strategic leadership
at Unilever 530
14.4 Eurofreeze evaluates its strategy
options: 2 538
Chapter 15
15.1 How Honda came to dominate two
major motorcycle markets 552
15.2 Europe's leading telecom companies:
overstretched and under threat 557
15.3 How GEC Marconi used game theory
to make an extra US\$3 billion 567
15.4 Mobile revolution: Vodafone's struggle
to maintain its success 584
Chapter 16
16.1 How Sony moved out across Asia 593
16.2 How General Motors organised
its future 600
16.3 How ABB empowered its managers
and then reversed the process 617
Chapter 17
17.1 European football: viable strategy badly
implemented? Or does the whole
strategy need a rethink? 630
17.2 Strategic planning at Canon with a
co operative corporate style 639
17.3 Informal strategic controls at Nestle 648
Chapter 18
18.1 PepsiCo: Organising to integrate its
acquisitions 664
18.2 Cisco Systems: Benefits of a highly
structured organisation 676
18.3 Ford Motors Reorganising
back to basics 682
i Chapter 19
! 19.1 Globalisation at Giant Bicycles 691
; 19.2 International strategy in the
: world pulp and paper industry 697
! 19.3 What strategy now for SCA? 708
! 19.4 Tate Lyle pic: globalisation to
; sweeten the profit line 726
j Chapter 20
j 20.1 eBay the auction market that
j spans the world 735
j 20.2 Recorded music on the Internet: only the
j beginning of the broadband revolution? 748
j 20.3 Making an impact in only 100 days 754
j Chapter 21
! 21.1 Shock tactics at BOC 761
I 21.2 Owens Corning reveals its
! strategies for change 770
j 21.3 United Biscuits a shadow of its
i former self 774
I 21.4 StanChart chief swept out by
j culture clash 788
\ Chapter 22
I 22.1 Next steps for Novartis 796
i 22.2 Side effects of age leave Roche reeling 809 |
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| illustrated | Illustrated |
| index_date | 2024-07-02T13:43:28Z |
| indexdate | 2024-07-09T20:34:15Z |
| institution | BVB |
| isbn | 0273658549 |
| language | English |
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| spelling | Lynch, Richard L. Verfasser aut Corporate strategy Richard Lynch 3. ed. Harlow [u.a.] Pearson Education 2003 XXXI, 834 S. Ill., graph. Darst. 1 CD-ROM (12 cm) txt rdacontent n rdamedia nc rdacarrier Strategisches Management (DE-588)4124261-0 gnd rswk-swf 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 Strategisches Management (DE-588)4124261-0 s DE-188 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014588116&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Lynch, Richard L. Corporate strategy Strategisches Management (DE-588)4124261-0 gnd Unternehmensplanung (DE-588)4078609-2 gnd Strategische Planung (DE-588)4309237-8 gnd |
| subject_GND | (DE-588)4124261-0 (DE-588)4078609-2 (DE-588)4309237-8 |
| title | Corporate strategy |
| title_auth | Corporate strategy |
| title_exact_search | Corporate strategy |
| title_exact_search_txtP | Corporate strategy |
| title_full | Corporate strategy Richard Lynch |
| title_fullStr | Corporate strategy Richard Lynch |
| title_full_unstemmed | Corporate strategy Richard Lynch |
| title_short | Corporate strategy |
| title_sort | corporate strategy |
| topic | Strategisches Management (DE-588)4124261-0 gnd Unternehmensplanung (DE-588)4078609-2 gnd Strategische Planung (DE-588)4309237-8 gnd |
| topic_facet | Strategisches Management Unternehmensplanung Strategische Planung |
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