| |
| |
About this book | |
| |
| |
How to use this book | |
| |
| |
Guided tour of the book | |
| |
| |
Guided tour of companion website | |
| |
| |
Guide to the main focus of case studies | |
| |
| |
Acknowledgements | |
| |
| |
Publisher's acknowledgements | |
| |
| |
| |
Introduction | |
| |
| |
| |
Corporate strategy | |
| |
| |
Introduction | |
| |
| |
Case study 1.1 | |
| |
| |
| |
What is corporate strategy? | |
| |
| |
Case study 1.2 | |
| |
| |
| |
Core areas of corporate strategy | |
| |
| |
| |
Process, content and context | |
| |
| |
| |
Process: linking the three core areas | |
| |
| |
| |
What makes 'good' strategy? | |
| |
| |
| |
Strategy development in public and non-profit organisations | |
| |
| |
| |
International dimensions in corporate strategy | |
| |
| |
Case study 1.3 | |
| |
| |
Critical reflection | |
| |
| |
Summary | |
| |
| |
Questions | |
| |
| |
Further reading | |
| |
| |
Notes and references | |
| |
| |
| |
A review of theory and practice | |
| |
| |
Introduction | |
| |
| |
Case study 2.1 | |
| |
| |
| |
Historical context of strategy | |
| |
| |
Case study 2.2 | |
| |
| |
| |
Prescriptive corporate strategy in practice | |
| |
| |
Case study 2.3 | |
| |
| |
| |
Emergent corporate strategy in practice | |
| |
| |
Case study 2.4 | |
| |
| |
| |
Some prescriptive theories of corporate strategy | |
| |
| |
Case study 2.5 | |
| |
| |
| |
Some emergent theories of corporate strategy | |
| |
| |
| |
Strategy as history - the contributions of Penrose and Chandler | |
| |
| |
Case study 2.6 | |
| |
| |
Critical reflection | |
| |
| |
Summary | |
| |
| |
Questions | |
| |
| |
Further reading | |
| |
| |
Notes and references | |
| |
| |
| |
Analysis of the Environment | |
| |
| |
| |
Analysing the environment - basics | |
| |
| |
Introduction | |
| |
| |
Case study 3.1 | |
| |
| |
| |
Exploring the competitive environment | |
| |
| |
| |
Strategic environment - the basics | |
| |
| |
| |
Degree of turbulence in the environment | |
| |
| |
| |
Analysing the general environment | |
| |
| |
Case study 3.2 | |
| |
| |
| |
Analysing the stages of market growth | |
| |
| |
Case study 3.3 | |
| |
| |
| |
Key factors for success in an industry | |
| |
| |
| |
Analysing the competitive industry environment - the contribution of Porter | |
| |
| |
| |
Analysing the co-operative environment | |
| |
| |
| |
Analysing one or more immediate competitors in depth | |
| |
| |
| |
Analysing the customer and market segmentation | |
| |
| |
| |
Conclusions | |
| |
| |
Case study 3.4 | |
| |
| |
Critical reflection | |
| |
| |
Summary | |
| |
| |
Questions | |
| |
| |
Further reading | |
| |
| |
Notes and references | |
| |
| |
| |
Analysing markets, competition and co-operation | |
| |
| |
Introduction | |
| |
| |
Case study 4.1 | |
| |
| |
| |
Sustainable competitive advantage | |
| |
| |
| |
Dynamics of competitive advantage | |
| |
| |
Case study 4.2 | |
| |
| |
| |
The nature and intensity of competition in an industry | |
| |
| |
| |
Aggressive competitive strategies | |
| |
| |
| |
Analysing an organisation's portfolio of competing products and services | |
| |
| |
Case study 4.3 | |
| |
| |
| |
Developing co-operation strategies | |
| |
| |
| |
Distributor analysis | |
| |
| |
| |
Analysing the role of government | |
| |
| |
| |
Analysing international competitors and co-operators | |
| |
| |
Case study 4.4 | |
| |
| |
Critical reflection | |
| |
| |
Summary | |
| |
| |
Questions | |
| |
| |
Further reading | |
| |
| |
Notes and references | |
| |
| |
| |
Developing customer-driven strategy | |
| |
| |
Introduction | |
| |
| |
Case study 5.1 | |
| |
| |
| |
Customers and customer-driven strategy - the contribution of Theodore Levitt | |
| |
| |
| |
Customer profiling and sustainable competitive advantage | |
| |
| |
| |
Market segmentation | |
| |
| |
Case study 5.2 | |
| |
| |
| |
Competitive positioning | |
| |
| |
| |
Strategy implications: analysing branding and reputation | |
| |
| |
| |
Strategy implications: communicating with customers and stakeholders | |
| |
| |
| |
Strategy implications: strategic pricing and value for money | |
| |
| |
| |
International customer considerations | |
| |
| |
Case study 5.3 | |
| |
| |
Critical reflection | |
| |
| |
Summary | |
| |
| |
Questions | |
| |
| |
Further reading | |
| |
| |
Notes and references | |
| |
| |
| |
Analysis of Resources | |
| |
| |
| |
Analysing resources - basics | |
| |
| |
Introduction | |
| |
| |
Case study 6.1 | |
| |
| |
| |
Prescriptive and emergent approaches to resource issues | |
| |
| |
| |
Key factors for success in an industry | |
| |
| |
| |
Analysing the resources of an individual organisation | |
| |
| |
Case study 6.2 | |
| |
| |
| |
Resource analysis and adding value | |
| |
| |
| |
Adding competitive value: the value chain and the value system - the contribution of Porter | |
| |
| |
| |
Resource analysis and economic rent - the contribution of David Ricardo | |
| |
| |
Case study 6.3 | |
| |
| |
| |
Resource analysis and competitive advantage - the resource-based view | |
| |
| |
| |
Identifying which resources deliver sustainable competitive advantage | |
| |
| |
| |
Resource analysis - improving competitive advantage | |
| |
| |
Case study 6.4 | |
| |
| |
Critical reflection | |
| |
| |
Summary | |
| |
| |
Questions | |
| |
| |
Further reading | |
| |
| |
Notes and references | |
| |
| |
| |
Analysing human resources | |
| |
| |
Introduction | |
| |
| |
Case study 7.1 | |
| |
| |
| |
Human resource analysis and corporate strategy | |
| |
| |
| |
Human resource audit | |
| |
| |
| |
Analysis of organisational culture | |
| |
| |
Case study 7.2 | |
| |
| |
| |
Analysis of strategic change in organisations | |
| |
| |
| |
Analysis of politics, power and strategic change | |
| |
| |
| |
International cultural perspectives | |
| |
| |
Case study 7.3 | |
| |
| |
Case study 7.4 | |
| |
| |
Critical reflection | |
| |
| |
Summary | |
| |
| |
Questions | |
| |
| |
Further reading | |
| |
| |
Notes and references | |
| |
| |
| |
Analysing financial resources | |
| |
| |
Introduction | |
| |
| |
Case study 8.1 | |
| |
| |
| |
Analysing the sources of finance | |
| |
| |
| |
Cost of capital and the optimal capital structure | |
| |
| |
Case study 8.2 | |
| |
| |
| |
Financial appraisal of strategy proposals | |
| |
| |
| |
Financial management and added value: maximising shareholder wealth | |
| |
| |
| |
Relationship between financial and corporate objectives | |
| |
| |
Case study 8.3 | |
| |
| |
| |
International aspects of financial resources | |
| |
| |
Case study 8.4 | |
| |
| |
Critical reflection | |
| |
| |
Summary | |
| |
| |
Questions | |
| |
| |
| |
Checklist of the main financial ratios | |
| |
| |
| |
Corporate strategy becomes a legal requirement for British companies | |
| |
| |
Further reading | |
| |
| |
Notes and references | |
| |
| |
| |
Analysing operations resources | |
| |
| |
Introduction | |
| |
| |
Case study 9.1 | |
| |
| |
| |
Operations and corporate strategy | |
| |
| |
| |
Analysis of the operations environment | |
| |
| |
Case study 9.2 | |
| |
| |
| |
The role of operations in adding value and achieving sustainable competitive advantage | |
| |
| |
| |
Operations activities and corporate strategy | |
| |
| |
Case study 9.3 | |
| |
| |
| |
Service operations strategy | |
| |
| |
Critical reflection | |
| |
| |
Summary | |
| |
| |
Questions | |
| |
| |
Further reading | |
| |
| |
Notes and references | |
| |
| |
| |
The Purpose of the Organisation | |
| |
| |
| |
Purpose shaped by vision, leadership and ethics | |
| |
| |
Introduction | |
| |
| |
Case study 10.1 | |
| |
| |
| |
Shaping the purpose of the organisation | |
| |
| |
Case study 10.2 | |
| |
| |
| |
Developing a strategic vision for the future | |
| |
| |
Case study 10.3 | |
| |
| |
| |
Purpose and the role of leadership | |
| |
| |
Case study 10.4 | |
| |
| |
| |
Corporate governance and the purpose of the organisation | |
| |
| |
| |
Purpose shaped by ethics and corporate social responsibility | |
| |
| |
Critical reflection | |
| |
| |
Summary | |
| |
| |
Questions | |
| |
| |
Further reading | |
| |
| |
Notes and references | |
| |
| |
| |
Purpose emerging from knowledge, technology and innovation | |
| |
| |
Introduction | |
| |
| |
Case study 11.1 | |
| |
| |
| |
The nature of knowledge | |
| |
| |
Case study 11.2 | |
| |
| |
| |
Knowledge creation and purpose | |
| |
| |
Case study 11.3 | |
| |
| |
| |
Using technology to develop purpose and competitive advantage | |
| |
| |
Case study 11.4 | |
| |
| |
| |
Innovation and purpose | |
| |
| |
Case study 11.5 | |
| |
| |
| |
How to innovate: the 'ideas' process | |
| |
| |
Critical reflection | |
| |
| |
Summary | |
| |
| |
Questions | |
| |
| |
Further reading | |
| |
| |
Notes and references | |
| |
| |
| |
Purpose delivered through corporate and business objectives | |
| |
| |
Introduction | |
| |
| |
Case study 12.1 | |
| |
| |
| |
Clarifying the purpose of the organisation | |
| |
| |
| |
Corporate purpose and corporate-level strategy | |
| |
| |
| |
Stakeholder analysis | |
| |
| |
Case study 12.2 | |
| |
| |
| |
Developing the mission | |
| |
| |
| |
Developing the objectives | |
| |
| |
Case study 12.3 | |
| |
| |
| |
Quality objectives and strategic purpose | |
| |
| |
| |
Emergent strategy perspectives | |
| |
| |
| |
Stakeholder power around the world and its influence on mission and objectives | |
| |
| |
Critical reflection | |
| |
| |
Summary | |
| |
| |
Questions | |
| |
| |
Further reading | |
| |
| |
Notes and references | |
| |
| |
| |
Developing the Strategy | |
| |
| |
| |
Developing strategic options: the prescriptive process | |
| |
| |
Introduction | |
| |
| |
Case study 13.1 | |
| |
| |
| |
Purpose and the SWOT analysis - the contribution of Andrews | |
| |
| |
| |
Environment-based options: generic strategies - the contribution of Porter | |
| |
| |
Case study 13.2 | |
| |
| |
Case study 13.3 | |
| |
| |
| |
Environment-based strategic options: the market options matrix | |
| |
| |
| |
Environment-based strategic options: the expansion method matrix | |
| |
| |
Case study 13.4 | |
| |
| |
| |
Resource-based strategic options: the value chain | |
| |
| |
| |
Resource-based strategic options: the resource-based view | |
| |
| |
| |
Resource-based strategic options: cost reduction | |
| |
| |
| |
Resource-based options in some special types of organisation | |
| |
| |
Critical reflection | |
| |
| |
Summary | |
| |
| |
Questions | |
| |
| |
Further reading | |
| |
| |
Notes and references | |
| |
| |
| |
Strategy evaluation and development: the prescriptive process | |
| |
| |
Introduction | |
| |
| |
Case study 14.1 | |
| |
| |
| |
Prescriptive strategy content: evaluation against six criteria | |
| |
| |
Case study 14.2 | |
| |
| |
| |
Prescriptive strategy content: procedures and techniques | |
| |
| |
| |
Applying empirical evidence and guidelines | |
| |
| |
Case study 14.3 | |
| |
| |
| |
The classic prescriptive model of corporate strategy: exploring the process | |
| |
| |
| |
International corporate strategy selection | |
| |
| |
Case study 14.4 | |
| |
| |
Critical reflection | |
| |
| |
Summary | |
| |
| |
Questions | |
| |
| |
Appendix | |
| |
| |
Further reading | |
| |
| |
Notes and references | |
| |
| |
| |
Finding the strategic route forward: emergent and prescriptive approaches | |
| |
| |
Introduction | |
| |
| |
Case study 15.1 | |
| |
| |
| |
The importance of strategy context | |
| |
| |
Case study 15.2 | |
| |
| |
| |
The survival-based strategic route forward | |
| |
| |
| |
The uncertainty-based strategic route forward | |
| |
| |
Case study 15.3 | |
| |
| |
| |
The network-based strategic route forward | |
| |
| |
| |
The game theory-based route forward | |
| |
| |
| |
The learning-based strategic route forward | |
| |
| |
| |
International considerations | |
| |
| |
Case study 15.4 | |
| |
| |
Critical reflection | |
| |
| |
Summary | |
| |
| |
Questions | |
| |
| |
Appendix | |
| |
| |
Further reading | |
| |
| |
Notes and references | |
| |
| |
| |
Organisational structure, style and people issues | |
| |
| |
Introduction | |
| |
| |
Case study 16.1 | |
| |
| |
| |
Strategy before structure? | |
| |
| |
| |
Building the organisation's structure: basic principles | |
| |
| |
| |
The choice of management style and culture | |
| |
| |
| |
Types of organisational structure | |
| |
| |
Case study 16.2 | |
| |
| |
| |
Organisational structures for innovation | |
| |
| |
| |
Motivation and staffing in strategy implementation | |
| |
| |
| |
Strategy and structure in international organisations - the role of headquarters | |
| |
| |
Case study 16.3 | |
| |
| |
Critical reflection | |
| |
| |
Summary | |
| |
| |
Questions | |
| |
| |
Further reading | |
| |
| |
Notes and references | |
| |
| |
| |
The Implementation Process | |
| |
| |
| |
Resource allocation, strategic planning and control | |
| |
| |
Introduction | |
| |
| |
Case study 17.1 | |
| |
| |
| |
The implementation process | |
| |
| |
| |
Relationship between implementation and the strategy development process | |
| |
| |
Case study 17.2 | |
| |
| |
| |
Objectives, task setting and communicating the strategy | |
| |
| |
| |
Resource allocation | |
| |
| |
Case study 17.3 | |
| |
| |
| |
Strategic planning | |
| |
| |
| |
Information, monitoring and control | |
| |
| |
| |
Implementation of international strategy | |
| |
| |
Critical reflection | |
| |
| |
Summary | |
| |
| |
Questions | |
| |
| |
Further reading | |
| |
| |
Notes and references | |
| |
| |
| |
Government, public sector and not-for-profit strategies | |
| |
| |
Introduction | |
| |
| |
Case study 18.1 | |
| |
| |
| |
Analysing the strategic environment in public sector strategy | |
| |
| |
| |
Analysing resources in the public and not-for-profit sectors | |
| |
| |
Case study 18.2 | |
| |
| |
| |
Exploring the purpose of public and not-for-profit organisations | |
| |
| |
| |
Context, content and process in public sector strategy | |
| |
| |
| |
Implementation in public sector strategy | |
| |
| |
Case study 18.3 | |
| |
| |
Critical reflection | |
| |
| |
Summary | |
| |
| |
Questions | |
| |
| |
Acknowledgements | |
| |
| |
Further reading | |
| |
| |
Notes and references | |
| |
| |
| |
International expansion and globalisation strategies | |
| |
| |
Introduction | |
| |
| |
Case study 19.1 | |
| |
| |
| |
International expansion and globalisation: their meaning and importance | |
| |
| |
Case study 19.2 | |
| |
| |
| |
World trade and the international expansion strategies of companies | |
| |
| |
| |
Influence of institutions involved in international trade | |
| |
| |
Case study 19.3 | |
| |
| |
| |
International and global expansion strategies: the company perspective | |
| |
| |
| |
International and global expansion strategies: organisation structures | |
| |
| |
| |
Developing international relationships such as alliances and joint ventures | |
| |
| |
Case study 19.4 | |
| |
| |
Critical reflection | |
| |
| |
Summary | |
| |
| |
Questions | |
| |
| |
Further reading | |
| |
| |
Notes and references | |
| |
| |
| |
The dynamics of strategy development and entrepreneurial growth | |
| |
| |
Introduction | |
| |
| |
Case study 20.1 | |
| |
| |
| |
The dynamics of purpose | |
| |
| |
| |
The dynamics of resource development | |
| |
| |
| |
The dynamics of environmental development | |
| |
| |
Case study 20.2 | |
| |
| |
| |
The dynamics of fast-moving markets | |
| |
| |
Case study 20.3 | |
| |
| |
| |
The dynamics of entrepreneurial activity | |
| |
| |
Critical reflection | |
| |
| |
Summary | |
| |
| |
Questions | |
| |
| |
Further reading | |
| |
| |
Notes and references | |
| |
| |
| |
Managing strategic change | |
| |
| |
Introduction | |
| |
| |
Case study 21.1 | |
| |
| |
| |
The basic concept of strategic change | |
| |
| |
| |
Analysing the causes of strategic change | |
| |
| |
Case study 21.2 | |
| |
| |
| |
Prescriptive approaches to managing strategic change | |
| |
| |
Case study 21.3 | |
| |
| |
| |
Emergent approaches to managing change | |
| |
| |
| |
Developing a strategic change programme | |
| |
| |
Case study 21.4 | |
| |
| |
Critical reflection | |
| |
| |
Summary | |
| |
| |
Questions | |
| |
| |
Further reading | |
| |
| |
Notes and references | |
| |
| |
| |
Building a cohesive corporate strategy | |
| |
| |
Introduction | |
| |
| |
Case study 22.1 | |
| |
| |
| |
Cohesion in prescriptive and emergent processes | |
| |
| |
| |
Combining the elements of corporate strategy: the 'Seven S Framework' | |
| |
| |
| |
Longer-term strategy issues | |
| |
| |
Case study 22.2 | |
| |
| |
Critical reflection | |
| |
| |
Summary | |
| |
| |
Questions | |
| |
| |
Further reading | |
| |
| |
Notes and references | |
| |
| |
Glossary | |
| |
| |
Name index | |
| |
| |
Subject index | |