Exploring Corporate Strategy: Text Only (7th Edition)

Cover......Page 1
Exploring Corporate Strategy......Page 2
Brief Contents......Page 6
Detailed Contents......Page 8
List of Illustrations......Page 18
List of Exhibits......Page 20
Preface......Page 23
Getting the Most from Exploring Corporate Strategy......Page 27
Guided Tour of the Book......Page 31
Guided Tour of the Companion Website......Page 33
Acknowledgements......Page 35
Part I Introduction......Page 38
Introduction to Part I......Page 40
Introducing Strategy......Page 42
What is strategy?......Page 43
Strategic management......Page 52
Strategy as a subject of study......Page 57
Strategic management in different contexts......Page 58
The challenges of strategic management......Page 63
Summary......Page 71
References......Page 72
Work assignments......Page 73
Case example: Electrolux......Page 74
Strategy Lenses......Page 78
Part II The Strategic Position......Page 96
Introduction to Part II......Page 98
The Environment......Page 100
Introduction......Page 101
The macro-environment......Page 102
Industries and sectors......Page 114
Competitors and markets......Page 126
Opportunities and threats......Page 135
Summary......Page 140
References......Page 141
Work assignments......Page 143
Case example: Global forces and the European brewing industry......Page 145
Strategic Capability......Page 152
Introduction......Page 153
Foundations of strategic capability......Page 154
Cost efficiency......Page 158
Capabilities for sustainable competitive advantage......Page 161
Organisational knowledge......Page 170
Diagnosing strategic capability......Page 173
Managing strategic capability......Page 187
Summary......Page 193
References......Page 194
Work assignments......Page 196
Case example: Listening at eBay......Page 197
Expectations and Purposes......Page 200
Introduction......Page 201
Corporate governance......Page 202
Stakeholder expectations......Page 216
Business ethics and social responsibility......Page 225
The cultural context......Page 232
Communicating organisational purposes......Page 244
Summary......Page 248
References......Page 249
Work assignments......Page 252
Case example: Manchester United, brand of hope and glory......Page 254
Coping with Complexity: The ‘Business Idea’......Page 260
Part III Strategic Choices......Page 270
Introduction to Part III......Page 272
Business-Level Strategy......Page 276
Introduction......Page 277
Identifying strategic business units......Page 278
Bases of competitive advantage: the ‘strategy clock’......Page 279
Sustaining competitive advantage......Page 289
Competitive strategy in hypercompetitive conditions......Page 295
Competition and collaboration......Page 298
Game theory......Page 301
Recommended key readings......Page 309
References......Page 310
Work assignments......Page 311
Case example: Madonna: still the reigning queen of pop?......Page 312
Corporate-Level and International Strategy......Page 316
Introduction......Page 317
Product/market diversity......Page 319
International diversity and international strategy......Page 328
Value creation and the corporate parent......Page 340
Managing the corporate portfolio......Page 351
Recommended key readings......Page 366
References......Page 367
Work assignments......Page 369
Case example: The Virgin Group......Page 370
Directions and Methods of Development......Page 376
Directions for strategy development......Page 377
Methods of strategy development......Page 385
Success criteria......Page 394
Recommended key readings......Page 413
References......Page 414
Work assignments......Page 416
Case example: Tesco plots to make even more dough......Page 417
Strategy selection......Page 420
Part IV Strategy into Action......Page 428
Introduction to Part IV......Page 430
Organising for Success......Page 432
Introduction......Page 433
Structural types......Page 434
Processes......Page 447
Relationships......Page 458
Configurations......Page 468
Summary......Page 474
References......Page 475
Work assignments......Page 477
Case example: Building One BBC......Page 478
Enabling Success......Page 482
Introduction......Page 483
Managing people......Page 484
Managing information......Page 494
Managing finance......Page 504
Managing technology......Page 515
Integrating resources......Page 525
Summary......Page 528
References......Page 529
Work assignments......Page 531
Case example: NHS Direct – a fast-moving and developing service......Page 532
Managing Strategic Change......Page 540
Introduction......Page 541
Diagnosing the change situation......Page 542
Change management: styles and roles......Page 552
Levers for managing strategic change......Page 559
Potential pitfalls of change programmes......Page 576
Recommended key readings......Page 579
References......Page 580
Work assignments......Page 582
Case example: The Compagnie des Services Pétroliers (CSP)......Page 583
Strategy into Action......Page 588
Part V How Strategy Develops......Page 596
Introduction to Part V......Page 598
Understanding Strategy Development......Page 600
Intended and emergent strategies......Page 601
Intended strategy development......Page 605
Emergent strategy development......Page 614
Multiple processes of strategy development......Page 623
Challenges and implications for strategy development......Page 625
Summary......Page 632
References......Page 633
Work assignments......Page 635
Case example: Strategy development at Intel......Page 636
Strategy Development in Organisations......Page 640
Case Studies......Page 648
A guide to using the case studies......Page 650
Guide to the main focus of cases......Page 651
Ministry of Sound......Page 654
The global pharmaceutical industry......Page 657
Chaos in the skies – the airline industry pre- and post-9/11......Page 674
Amazon.com – from start-up to 2004......Page 684
The Formula One constructors......Page 710
The rise and fall of Baan Company......Page 722
Premier Oil and Hermes: the responsibility of business......Page 734
Sheffield Theatres Trust......Page 740
Belief in action: The Salvation Army, a global not-for-profit organisation......Page 754
Eurotunnel – how contrasting national cultures can affect strategy development......Page 762
BMW automobiles......Page 771
The VSM Group......Page 779
Thorntons plc: corporate and business strategy......Page 787
The News Corporation......Page 797
The internationalisation of Allied Irish Banks......Page 813
Mantero Seta Spa: a strategy for China......Page 826
Coopers Creek and the New Zealand wine industry......Page 834
SAB Miller......Page 844
Xelibri – a Siemens mobile adventure......Page 856
Ryanair......Page 869
Wimm-Bill-Dann: a decade of growth......Page 890
KPN – surviving the crisis in the telecommunications industry......Page 900
Coors – a move into the UK brewing industry......Page 913
Barclaycard: still the king of plastic?......Page 923
Brown Bag......Page 938
West Dunbartonshire Community Safety Partnership......Page 945
GSK – a merger too far?......Page 950
Restructuring Sony......Page 961
Arts Council England – new structures for new challenges......Page 974
SerCom Solutions: outsourcing options......Page 978
The Forestry Commission: cultural change to deliver a new strategy......Page 985
Marks and Spencer......Page 1003
Eden Project......Page 1016
Ericsson and the creation of the mobile telephony systems business......Page 1027
Sunshine and storms on the Isle of Skye: Sabhal Mòr Ostaig and the Gaelic Renaissance......Page 1037
Glossary......Page 1046
Index of Names......Page 1052
General Index......Page 1055