Fundamentals of strategy:
Gespeichert in:
| Hauptverfasser: | , , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Harlow ; Munich [u.a.]
Prentice Hall Financial Times
2009
|
| Ausgabe: | 1. publ. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Includes bibliographical references and index |
| Beschreibung: | XV, 313 S. Ill., graph. Darst. |
| ISBN: | 9780273713104 |
Internformat
MARC
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| 245 | 1 | 0 | |a Fundamentals of strategy |c Gerry Johnson ; Kevan Scholes ; Richard Whittington |
| 250 | |a 1. publ. | ||
| 264 | 1 | |a Harlow ; Munich [u.a.] |b Prentice Hall Financial Times |c 2009 | |
| 300 | |a XV, 313 S. |b Ill., graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 500 | |a Includes bibliographical references and index | ||
| 650 | 7 | |a Analyse stratégique |2 ram | |
| 650 | 7 | |a Gestion d'entreprise |2 ram | |
| 650 | 7 | |a Planification stratégique |2 ram | |
| 650 | 4 | |a Business planning | |
| 650 | 4 | |a Strategic planning | |
| 650 | 4 | |a Business planning |v Case studies | |
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Datensatz im Suchindex
| _version_ | 1804138345566044160 |
|---|---|
| adam_text | Contents
Preface
xi
Getting the Most from Fundamentals of Strategy
xiii
Guided Tour
xvi
1
Introducing Strategy
ι
1.1
Introduction
2
1.2
What is strategy?
2
1.2.1
The characteristics of strategic decisions
2
1.2.2
Levels of strategy
7
1.2.3
The vocabulary of strategy
8
1.3
Strategic management
12
1.3.1
The strategic position
14
1.3.2
Strategic choices
15
1.3.3
Strategy in action
16
1.4
Strategy development processes
16
Summary
18
Recommended key readings
18
References
19
Case example:
Electrolux
20
2
The Environment
23
2.1
Introduction
24
2.2
The macro-environment
25
2.2.1
The PESTEL framework
25
2.2.2
Building scenarios
27
2.3
Industries and sectors
29
2.3.1
Competitive forces
-
the five forces framework
30
2.3.2
Implications of five forces analysis
35
2.3.3
Key issues in using the five forces framework
37
2.3.4
The industry life cycle
38
2.4
Competitors and markets
41
2.4.1
Strategic groups
42
2.4.2
Market segments
46
2.4.3
Identifying the strategic customer
47
2.4.4
Understanding what customers value
-
critical
success factors
48
CONTENTS
2.5
Opportunities and threats
50
Summary
51
Recommended key readings
51
References
52
Case example: Global forces and the European brewing industry
54
3
Strategic Capability
59
3.1
Introduction
60
3.2
Foundations of strategic capability
60
3.2.1
Resources and competences
61
3.2.2
Threshold capabilities
63
3.2.3
Unique resources and core competences
63
3.3
Cost efficiency
65
3.4
Capabilities for achieving and sustaining competitive
advantage
67
3.4.1
Value of strategic capabilities
68
3.4.2
Rarity of strategic capabilities
68
3.4.3
Inimitable strategic capabilities
69
3.4.4
Non-substitutability of strategic capabilities
72
3.4.5
Dynamic capabilities
73
3.5
Diagnosing strategic capability
74
3.5.1
The value chain and value network
74
3.5.2
Benchmarking
79
3.5.3
SWOT
81
Summary
83
Recommended key readings
84
References
84
Case example: Making eBay work
86
4
Strategic Purpose
89
4.1
Introduction
90
4.2
Corporate governance
91
4.2.1
The governance chain
91
4.2.2
Different governance structures
96
4.3
Corporate social responsibility
100
4.3.1
Laissez-faire
100
4.3.2
Enlightened self-interest
101
4.3.3
A forum for stakeholder interaction
101
4.3.4
Shapers of society
102
4.4
Stakeholder expectations
105
4.4.1
Stakeholder mapping
107
4.5
Values, mission, vision and objectives
112
4.5.1
Corporate values
112
CONTENTS
4.5.2 Mission and
vision
statements
4.5.3
Objectives
Summary
Recommended key readings
References
Case example: (PRODUCT) RED and Gap
112
114
115
115
116
117
Culture and Strategy
5.1
Introduction
5.2
Strategic drift
5.2.1
Strategies change incrementally
5.2.2
The tendency towards strategic drift
5.2.3
A period of flux
5.2.4
Transformational change or death
5.3
What is culture and why is it important?
5.3.1
National and regional cultures
5.3.2
Organisational culture
5.3.3
Organisational subcultures
5.3.4
Culture s influence on strategy
5.3.5
Analysing culture: the cultural web
5.3.6
Undertaking cultural analysis
Summary
Recommended key readings
References
Case example: Marks
&
Spencer (A)
121
122
123
125
125
127
127
128
129
129
132
132
134
136
140
140
140
142
6
Business-Level Strategy
6.1
Introduction
6.2
Bases of competitive advantage: the strategy clock
6.2.1
Price-based strategies (routes
1
and
2)
6.2.2
(Broad) differentiation strategies (route
4)
6.2.3
The hybrid strategy (route
3)
6.2.4
Focused differentiation (route
5)
6.3
Sustaining competitive advantage
6.3.1
Sustaining price-based advantage
6.3.2
Sustaining differentiation-based advantage
6.3.3
Strategic lock-in
6.3.4
Responding to competitive threat
6.4
Competition and collaboration
Summary
Recommended key readings
References
Case example: Madonna: still the reigning queen of pop?
147
148
149
152
153
155
156
157
157
159
160
160
163
166
166
167
168
CONTENTS
7
Strategic Directions and Corporate-Level Strategy
171
7.1
Introduction
172
7.2
Strategic directions
173
7.2.1
Market penetration
174
7.2.2
Consolidation
175
7.2.3
Product development
176
7.2.4
Market development
177
7.2.5
Diversification
177
7.3
Reasons for diversification
179
7.3.1
Related diversification
182
7.3.2
Unrelated diversification
184
7.3.3
Diversification and performance
186
7.4
Value creation and the corporate parent
187
7.4.1
Value-adding and value-destroying activities
of corporate parents
187
7.5
Portfolio matrices
192
7.5.1
The growth/share (or
BCG)
matrix
192
7.5.2
The directional policy (GE-McKinsey) matrix
194
Summary
196
Recommended key readings
196
References
197
Case example: The Virgin Group
199
8
International Strategy
203
8.1
Introduction
204
8.2
Internationalisation
drivers
205
8.3
National and international sources of advantage
210
8.3.1
Porter s National Diamond
210
8.3.2
The international value network
213
8.4
International strategies
215
8.5
Market selection and entry
218
8.5.1
Market characteristics
218
8.5.2
Competitive characteristics
220
8.5.3
Entry modes
223
Summary
226
Recommended key readings
226
References
226
Case example: Lenovo Computers: East meets West
228
9
Strategy Methods and Evaluation
231
9.1
Introduction
232
9.2
Methods of pursuing strategies
232
9.2.1
Organic development
233
CONTENTS
9.2.2
Mergers and acquisitions
233
9.2.3
Strategic alliances
236
9.3
Strategy evaluation
240
9.3.1
Suitability
241
9.3.2
Acceptability
246
9.3.3
Feasibility
253
Summary
256
Recommended key readings
256
References
256
Case example: Tesco conquers the world?
258
10
Strategy in Action 261
10.1
Introduction
262
10.2
Structures
263
10.2.1
The functional structure
263
10.2.2
The multidivisional structure
265
10.2.3
The matrix structure
267
10.3
Organisational processes
269
10.3.1
Direct supervision
269
10.3.2
Planning processes
270
10.3.3
Cultural processes
271
10.3.4
Performance targeting processes
273
10.3.5
Market processes
274
10.4
Managing strategic change
276
10.4.1
Roles in managing change
276
10.4.2
Styles of managing change
278
10.4.3
Levers for managing change
281
Summary
285
Recommended key readings
286
References
286
Case example: NHS Direct
288
Glossary
293
Index of Names
299
General Index
302
Publisher s Acknowledgements
312
|
| adam_txt |
Contents
Preface
xi
Getting the Most from Fundamentals of Strategy
xiii
Guided Tour
xvi
1
Introducing Strategy
ι
1.1
Introduction
2
1.2
What is strategy?
2
1.2.1
The characteristics of strategic decisions
2
1.2.2
Levels of strategy
7
1.2.3
The vocabulary of strategy
8
1.3
Strategic management
12
1.3.1
The strategic position
14
1.3.2
Strategic choices
15
1.3.3
Strategy in action
16
1.4
Strategy development processes
16
Summary
18
Recommended key readings
18
References
19
Case example:
Electrolux
20
2
The Environment
23
2.1
Introduction
24
2.2
The macro-environment
25
2.2.1
The PESTEL framework
25
2.2.2
Building scenarios
27
2.3
Industries and sectors
29
2.3.1
Competitive forces
-
the five forces framework
30
2.3.2
Implications of five forces analysis
35
2.3.3
Key issues in using the five forces framework
37
2.3.4
The industry life cycle
38
2.4
Competitors and markets
41
2.4.1
Strategic groups
42
2.4.2
Market segments
46
2.4.3
Identifying the strategic customer
47
2.4.4
Understanding what customers value
-
critical
success factors
48
CONTENTS
2.5
Opportunities and threats
50
Summary
51
Recommended key readings
51
References
52
Case example: Global forces and the European brewing industry
54
3
Strategic Capability
59
3.1
Introduction
60
3.2
Foundations of strategic capability
60
3.2.1
Resources and competences
61
3.2.2
Threshold capabilities
63
3.2.3
Unique resources and core competences
63
3.3
Cost efficiency
65
3.4
Capabilities for achieving and sustaining competitive
advantage
67
3.4.1
Value of strategic capabilities
68
3.4.2
Rarity of strategic capabilities
68
3.4.3
Inimitable strategic capabilities
69
3.4.4
Non-substitutability of strategic capabilities
72
3.4.5
Dynamic capabilities
73
3.5
Diagnosing strategic capability
74
3.5.1
The value chain and value network
74
3.5.2
Benchmarking
79
3.5.3
SWOT
81
Summary
83
Recommended key readings
84
References
84
Case example: Making eBay work
86
4
Strategic Purpose
89
4.1
Introduction
90
4.2
Corporate governance
91
4.2.1
The governance chain
91
4.2.2
Different governance structures
96
4.3
Corporate social responsibility
100
4.3.1
Laissez-faire
100
4.3.2
Enlightened self-interest
101
4.3.3
A forum for stakeholder interaction
101
4.3.4
Shapers of society
102
4.4
Stakeholder expectations
105
4.4.1
Stakeholder mapping
107
4.5
Values, mission, vision and objectives
112
4.5.1
Corporate values
112
CONTENTS
4.5.2 Mission and
vision
statements
4.5.3
Objectives
Summary
Recommended key readings
References
Case example: (PRODUCT) RED and Gap
112
114
115
115
116
117
Culture and Strategy
5.1
Introduction
5.2
Strategic drift
5.2.1
Strategies change incrementally
5.2.2
The tendency towards strategic drift
5.2.3
A period of flux
5.2.4
Transformational change or death
5.3
What is culture and why is it important?
5.3.1
National and regional cultures
5.3.2
Organisational culture
5.3.3
Organisational subcultures
5.3.4
Culture's influence on strategy
5.3.5
Analysing culture: the cultural web
5.3.6
Undertaking cultural analysis
Summary
Recommended key readings
References
Case example: Marks
&
Spencer (A)
121
122
123
125
125
127
127
128
129
129
132
132
134
136
140
140
140
142
6
Business-Level Strategy
6.1
Introduction
6.2
Bases of competitive advantage: the 'strategy clock'
6.2.1
Price-based strategies (routes
1
and
2)
6.2.2
(Broad) differentiation strategies (route
4)
6.2.3
The hybrid strategy (route
3)
6.2.4
Focused differentiation (route
5)
6.3
Sustaining competitive advantage
6.3.1
Sustaining price-based advantage
6.3.2
Sustaining differentiation-based advantage
6.3.3
Strategic lock-in
6.3.4
Responding to competitive threat
6.4
Competition and collaboration
Summary
Recommended key readings
References
Case example: Madonna: still the reigning queen of pop?
147
148
149
152
153
155
156
157
157
159
160
160
163
166
166
167
168
CONTENTS
7
Strategic Directions and Corporate-Level Strategy
171
7.1
Introduction
172
7.2
Strategic directions
173
7.2.1
Market penetration
174
7.2.2
Consolidation
175
7.2.3
Product development
176
7.2.4
Market development
177
7.2.5
Diversification
177
7.3
Reasons for diversification
179
7.3.1
Related diversification
182
7.3.2
Unrelated diversification
184
7.3.3
Diversification and performance
186
7.4
Value creation and the corporate parent
187
7.4.1
Value-adding and value-destroying activities
of corporate parents
187
7.5
Portfolio matrices
192
7.5.1
The growth/share (or
BCG)
matrix
192
7.5.2
The directional policy (GE-McKinsey) matrix
194
Summary
196
Recommended key readings
196
References
197
Case example: The Virgin Group
199
8
International Strategy
203
8.1
Introduction
204
8.2
Internationalisation
drivers
205
8.3
National and international sources of advantage
210
8.3.1
Porter's National Diamond
210
8.3.2
The international value network
213
8.4
International strategies
215
8.5
Market selection and entry
218
8.5.1
Market characteristics
218
8.5.2
Competitive characteristics
220
8.5.3
Entry modes
223
Summary
226
Recommended key readings
226
References
226
Case example: Lenovo Computers: East meets West
228
9
Strategy Methods and Evaluation
231
9.1
Introduction
232
9.2
Methods of pursuing strategies
232
9.2.1
Organic development
233
CONTENTS
9.2.2
Mergers and acquisitions
233
9.2.3
Strategic alliances
236
9.3
Strategy evaluation
240
9.3.1
Suitability
241
9.3.2
Acceptability
246
9.3.3
Feasibility
253
Summary
256
Recommended key readings
256
References
256
Case example: Tesco conquers the world?
258
10
Strategy in Action 261
10.1
Introduction
262
10.2
Structures
263
10.2.1
The functional structure
263
10.2.2
The multidivisional structure
265
10.2.3
The matrix structure
267
10.3
Organisational processes
269
10.3.1
Direct supervision
269
10.3.2
Planning processes
270
10.3.3
Cultural processes
271
10.3.4
Performance targeting processes
273
10.3.5
Market processes
274
10.4
Managing strategic change
276
10.4.1
Roles in managing change
276
10.4.2
Styles of managing change
278
10.4.3
Levers for managing change
281
Summary
285
Recommended key readings
286
References
286
Case example: NHS Direct
288
Glossary
293
Index of Names
299
General Index
302
Publisher's Acknowledgements
312 |
| any_adam_object | 1 |
| any_adam_object_boolean | 1 |
| author | Johnson, Gerry Scholes, Kevan Whittington, Richard 1958- |
| author_GND | (DE-588)170321231 (DE-588)170426017 (DE-588)135996775 |
| author_facet | Johnson, Gerry Scholes, Kevan Whittington, Richard 1958- |
| author_role | aut aut aut |
| author_sort | Johnson, Gerry |
| author_variant | g j gj k s ks r w rw |
| building | Verbundindex |
| bvnumber | BV035175338 |
| 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 320 |
| ctrlnum | (OCoLC)495406442 (DE-599)BVBBV035175338 |
| dewey-full | 658.4/012 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4/012 |
| dewey-search | 658.4/012 |
| dewey-sort | 3658.4 212 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | 1. publ. |
| format | Book |
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| genre | (DE-588)4522595-3 Fallstudiensammlung gnd-content |
| genre_facet | Fallstudiensammlung |
| id | DE-604.BV035175338 |
| illustrated | Illustrated |
| index_date | 2024-07-02T22:55:51Z |
| indexdate | 2024-07-09T21:26:43Z |
| institution | BVB |
| isbn | 9780273713104 |
| language | English |
| lccn | 2008034650 |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-016982200 |
| oclc_num | 495406442 |
| open_access_boolean | |
| owner | DE-703 DE-20 DE-2070s DE-19 DE-BY-UBM |
| owner_facet | DE-703 DE-20 DE-2070s DE-19 DE-BY-UBM |
| physical | XV, 313 S. Ill., graph. Darst. |
| publishDate | 2009 |
| publishDateSearch | 2009 |
| publishDateSort | 2009 |
| publisher | Prentice Hall Financial Times |
| record_format | marc |
| spelling | Johnson, Gerry Verfasser (DE-588)170321231 aut Fundamentals of strategy Gerry Johnson ; Kevan Scholes ; Richard Whittington 1. publ. Harlow ; Munich [u.a.] Prentice Hall Financial Times 2009 XV, 313 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references and index Analyse stratégique ram Gestion d'entreprise ram Planification stratégique ram Business planning Strategic planning Business planning Case studies Strategic planning Case studies Strategische Planung (DE-588)4309237-8 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf Unternehmensplanung (DE-588)4078609-2 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 1\p DE-604 Scholes, Kevan Verfasser (DE-588)170426017 aut Whittington, Richard 1958- Verfasser (DE-588)135996775 aut Digitalisierung UB Bayreuth application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016982200&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 Whittington, Richard 1958- Fundamentals of strategy Analyse stratégique ram Gestion d'entreprise ram Planification stratégique ram Business planning Strategic planning Business planning Case studies Strategic planning Case studies Strategische Planung (DE-588)4309237-8 gnd Strategisches Management (DE-588)4124261-0 gnd Unternehmensplanung (DE-588)4078609-2 gnd |
| subject_GND | (DE-588)4309237-8 (DE-588)4124261-0 (DE-588)4078609-2 (DE-588)4522595-3 |
| title | Fundamentals of strategy |
| title_auth | Fundamentals of strategy |
| title_exact_search | Fundamentals of strategy |
| title_exact_search_txtP | Fundamentals of strategy |
| title_full | Fundamentals of strategy Gerry Johnson ; Kevan Scholes ; Richard Whittington |
| title_fullStr | Fundamentals of strategy Gerry Johnson ; Kevan Scholes ; Richard Whittington |
| title_full_unstemmed | Fundamentals of strategy Gerry Johnson ; Kevan Scholes ; Richard Whittington |
| title_short | Fundamentals of strategy |
| title_sort | fundamentals of strategy |
| topic | Analyse stratégique ram Gestion d'entreprise ram Planification stratégique ram Business planning Strategic planning Business planning Case studies Strategic planning Case studies Strategische Planung (DE-588)4309237-8 gnd Strategisches Management (DE-588)4124261-0 gnd Unternehmensplanung (DE-588)4078609-2 gnd |
| topic_facet | Analyse stratégique Gestion d'entreprise Planification stratégique Business planning Strategic planning Business planning Case studies Strategic planning Case studies Strategische Planung Strategisches Management Unternehmensplanung Fallstudiensammlung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016982200&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT johnsongerry fundamentalsofstrategy AT scholeskevan fundamentalsofstrategy AT whittingtonrichard fundamentalsofstrategy |