Business strategy: an introduction
Gespeichert in:
| Hauptverfasser: | , , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Basingstoke [u.a.]
Palgrave Macmillan
2011
|
| Ausgabe: | 3. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXVI, 363 S. Ill. |
| ISBN: | 9780230218581 |
Internformat
MARC
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| 245 | 1 | 0 | |a Business strategy |b an introduction |c David Campbell ; David Edgar ; George Stonehouse |
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| 300 | |a XXVI, 363 S. |b Ill. | ||
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Datensatz im Suchindex
| _version_ | 1804145631099355136 |
|---|---|
| adam_text | Titel: Business strategy
Autor: Campbell, David J.
Jahr: 2011
CONTENTS
List of figures x
List of tables xi
About the authors xii
xiii
xiv
Foreword to the third edition and acknowledgements
Preface to the third edition
Tour of the book xvii
xx
xxi
xxii
xxiv
Companion website
Strategic Planning Software
Case study grid
Publisher s acknowledgements
List of abbreviations XXVI
PART 1 - AN INTRODUCTION TO THE STRATEGY PROCESS 1
1 Strategy and strategic management 2
1.1 What is strategy and who cares? 2
1.2 Elements of strategy 6
1.3 Schools of strategy 8
Case study: ACN Inc. 10
1.4 The business strategy framework 12
2 Perspectives on strategy 15
2.1 Perspectives on strategy 15
Case study: Virgin 17
2.2 Strategic thinking 22
2.3 Sources of strategy 23
2.4 Types of strategic decisions 25
PART 2 - INTERNAL ANALYSIS 31
3 The business context and products (goods and services) 33
3.1 Business purpose, context and models 33
Case study: Gate Security Systems Ltd 35
3.2 Defining product and services 36
3.3 The product life cycle 39
3.4 Product portfolio theory 42
4 Business competences, processes and activities 48
4.1 Identifying business processes 49
4.2 Resources, competences and core competences 49
4.3 Resource analysis 51
4.4 Core competences 52
4.5 Analysis of value-adding activities 54
Case study: Northern Rock 55
5 Knowledge, culture and innovation 62
5.1 The importance of human resources 62
5.2 Knowledge management 63
5.3 Collaborative networks 67
Case study: Barley Engineering 68
5.4 Organizational culture 70
5.5 Cultural typologies 75
5.6 Creativity and innovation 77
6 Financial analysis, audit and performance 81
6.1 An introduction to financial analysis 81
6.2 Cost of capital 86
6.3 Financial analysis and performance evaluation 89
6.4 Balanced scorecard as a performance measurement tool 94
6.5 Other analysis tools 96
6.6 Audit and social audit 97
Case study: Hamilton Cars and World Motor Corp. Inc. 99
7 Information systems and technology 102
Kevin Grant
7.1 Why managers need to embrace information systems 102
7.2 What is IT? 105
7.3 Taxonomy for information systems 106
7.4 Strategic information systems 108
7.5 Business IT/IS alignment 113
7.6 Strategic information systems management 114
Case study: NHS Scotland 115
8 Strengths, weaknesses and strategic competence 119
8.1 Strengths and weaknesses 119
Case study: Bucks Burger Bars Inc. 121
PART 3 - EXTERNAL ANALYSIS 125
9 Analysis of the macroenvironment 127
9.1 The macroenvironment 128
9.2 The SPENT factors 129
9.3 The relationships between the SPENT influences 135
Case study: City and Country Communications 136
9.4 Using the SPENT analysis 137
10 The microenvironment: markets and analysis of the
competitive environment 140
10.1 Industries and markets: the importance of industry and
market identification 140
10.2 Market segmentation 144
10.3 Industry analysis 148
10.4 A resource-based approach to environmental analysis 157
Case study: National Bank of Poland 161
11 The international and global context 165
11.1 Defining internationalization and globalization 165
11.2 Globalization of markets and industries 166
11.3 Globalization drivers: Yip s framework 168
Case study: Empire Supermarkets 174
11.4 Management across international boundaries 176
11.5 Porter s diamond framework 176
11.6 Key strategic decisions 178
12 Opportunities, threats and strategic position 183
12.1 Opportunities and threats 184
Case study: Celands Bank 185
12.2 Using the SWOT analysis 186
12.3 Determining the strategic position 188
PART4-THE BUSINESS STRATEGY 191
13 Competitive advantage and strategy 192
13.1 Sources of competitive advantage 192
13.2 Michael Porter s generic strategies 195
13.3 Porter s global generic strategies 200
Case study: Mattel 201
13.4 Competence-based competitive strategy 204
14 Strategic options, evaluation and selection of strategies 210
14.1 Identifying the strategic options 210
14.2 Ansoff s product/market framework 212
14.3 Strategic development and risk 215
14.4 The Ansoff matrix and strategic risks 218
14.5 Applying evaluation criteria 219
14.6 Financial tools for evaluation 220
Case study: CoffeeShops UK Ltd 221
14.7 Other tools for evaluation 223
15 Strategic development: directions and mechanisms 226
15.1 Directions of growth 226
15.2 Organic (internal) growth 228
15.3 External mechanisms of growth: mergers and acquisitions 229
15.4 External growth: strategic networks and alliances 233
15.5 Disposals 236
Case study: British Airways 238
15.6 The regulatory framework for external growth 239
PART 5 - STRATEGIC IMPLEMENTATION AND MANAGEMENT 245
16 Strategic implementation 246
16.1 Implementation and the strategic process 246
16.2 Resources and implementation 248
Case study: Ryanair 251
16.3 Culture and implementation 252
16.4 Structure and implementation 253
16.5 Technology and implementation 255
17 Change management and leadership 258
17.1 The nature of change 258
17.2 Managing the change process 259
17.3 Models for managing change 261
17.4 Issues in managing change 262
17.5 Leadership styles and approaches 263
Case study: SMH 271
PART 6 - CONTEMPORARY ISSUES IN BUSINESS STRATEGY 275
18 The web, new technology and new organizational forms
Margaret McCann 276
18.1 The web 276
18.2 The impact of the web on business 279
18.3 The changing face of the web 281
18.4 Business opportunities 285
Case study: Facebook 286
18.5 Issues in the digital age 288
18.6 Management issues and strategies for web activity 291
19 Quality 296
19.1 Quality as a strategic imperative 296
19.2 Quality and quality management 298
19.3 Total quality management 302
19.4 The EFQM excellence model 307
19.5 Six Sigma and lean sigma 309
19.6 Quality and strategic analysis 311
19.7 Benchmarking 312
Case study: Foreshore Engineering Ltd 314
20 Social responsibility and business ethics 318
20.1 Business and its relationship to society 318
20.2 Ways of classifying stakeholders 324
20.3 Descriptions of the organization-stakeholder relationship 326
20.4 Stakeholder concerns 327
20.5 Strategic postures in social responsibility 328
Case study: Sunrise Farms Ltd 329
20.6 Responding to the ethical agenda 331
20.7 Businesses and sustainability 333
21 Emerging markets and industry superpowers 337
21.1 Emerging markets: industry and products 337
Case study: Swann Wind Farms Ltd 342
21.2 Industry superpowers: China and India 343
21.3 Emerging industry superpowers 346
21.4 General implications for business strategy 350
Glossary 353
Index 360
|
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| spelling | Campbell, David Verfasser aut Business strategy an introduction David Campbell ; David Edgar ; George Stonehouse 3. ed. Basingstoke [u.a.] Palgrave Macmillan 2011 XXVI, 363 S. Ill. 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 Edgar, David Verfasser (DE-588)140792988 aut Stonehouse, George Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=022497599&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
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| title | Business strategy an introduction |
| title_auth | Business strategy an introduction |
| title_exact_search | Business strategy an introduction |
| title_full | Business strategy an introduction David Campbell ; David Edgar ; George Stonehouse |
| title_fullStr | Business strategy an introduction David Campbell ; David Edgar ; George Stonehouse |
| title_full_unstemmed | Business strategy an introduction David Campbell ; David Edgar ; George Stonehouse |
| title_short | Business strategy |
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