Strategic Management with CDROM (MBA Masterclass Series)

Cover......Page 1
Contents......Page 6
The series editor......Page 10
Introduction......Page 14
Part 1 Strategic management and its context......Page 20
The elements of strategy......Page 22
Defining what business the company is in and defining what kind of company it is......Page 23
Key decisions......Page 24
Implementation......Page 25
Corporate and competitive strategy......Page 26
The Prescriptive Schools......Page 28
The Descriptive Schools......Page 30
The Configuration School......Page 35
Summary......Page 37
Introduction......Page 40
Aspects of the new economic environment......Page 41
The new agenda – sustainable development and corporate social responsibility......Page 47
The ‘triple bottom line’......Page 48
Why attitudes are changing......Page 49
Two kinds of pressure......Page 54
The key role of leadership......Page 56
Summary......Page 57
Part 2 Corporate strategy......Page 60
Introduction......Page 62
Shareholder value......Page 64
The stakeholder approach......Page 67
Aspirational purpose......Page 70
Summary......Page 72
Adding value......Page 73
Parenting styles......Page 75
Sustaining competitiveness......Page 78
Companies that are built to last......Page 79
Good to great......Page 80
Is sustainable industry leadership unachievable?......Page 82
Strategy and structure......Page 83
Divisionalization......Page 84
Corporate culture......Page 85
Reputation, image and brand identity......Page 86
Shell......Page 88
Texaco......Page 89
The lessons......Page 90
Corporate governance, company reputation and executive remuneration......Page 91
Brand identity......Page 92
Summary......Page 93
Analyzing industry attractiveness......Page 95
Threat of substitutes......Page 96
Threat of entry......Page 97
Rivalry among existing firms......Page 99
Bargaining power of buyers......Page 101
The application of industry analysis: forecasting profitability......Page 102
Market segmentation......Page 104
Summary......Page 106
Introduction......Page 108
Costs of using the market......Page 109
Long-term contracts and 'quasi-vertical integration'......Page 112
The franchise system of McDonald’s Restaurants......Page 114
Summary......Page 115
Risk reduction......Page 116
Economizing on transaction costs......Page 117
Exploiting inefficiencies in the market’s valuation of companies......Page 118
The problem of managerial motives......Page 119
The case for related diversification......Page 121
Sharing physical assets......Page 122
Sharing intangible resources and transferring capabilities......Page 123
Sharing general management skills......Page 124
Diversification and synergy......Page 125
Diversification and performance......Page 126
Organizational structure......Page 128
Portfolio planning models......Page 131
Summary......Page 133
Mergers and acquisitions versus organic growth......Page 136
Research findings......Page 137
Main causes of failure......Page 139
The ICL/Nokia Data Merger – Bringing Two Cultures Together......Page 141
Cultural issues......Page 143
Outsourcing......Page 144
Strategic alliances......Page 145
A model for a successful strategic alliance......Page 147
Partnership sourcing......Page 148
Types of relationship......Page 150
Summary......Page 152
Manufacturing strategy......Page 153
Total quality......Page 154
The EFQM model......Page 155
Measuring performance......Page 156
Throughput accounting......Page 157
Benchmarking......Page 159
Human resource strategy......Page 161
Other research evidence......Page 164
Marketing strategy......Page 165
Brand management......Page 166
Part 3 Competitive strategy......Page 172
Introduction......Page 174
Introduction......Page 176
Resources, capabilities and strategy formulation......Page 177
Identifying and classifying resources......Page 179
Resource deployment......Page 180
Strategy as stretch......Page 182
Value chain analysis......Page 184
Appraising capabilities......Page 186
Managing capabilities......Page 187
Durability......Page 188
Appropriability......Page 189
Summary......Page 190
Introduction......Page 192
Creating competitive advantage......Page 193
Erosion of competitive advantage......Page 195
Cost and differentiation advantages......Page 196
Economies of learning and scale......Page 198
Product design......Page 200
Using the value chain to analyze costs......Page 201
Dynamic versus static sources of cost efficiency......Page 202
Differentiation and differentiation advantage......Page 203
Tangible and intangible differentiation......Page 204
The costs of differentiation......Page 206
Value chain analysis of differentiation advantage......Page 207
Summary......Page 208
Introduction......Page 210
Implications of internationalization for industry structure and competition......Page 212
Implications of internationalization for competitive advantage......Page 214
Strategies for exploiting overseas market opportunities......Page 217
Licensing......Page 218
Criteria for entering overseas markets......Page 219
Global versus multinational strategies......Page 221
Location decisions and the value chain......Page 222
Organizing the multinational corporation......Page 223
The 'transnational' corporation......Page 225
Summary......Page 226
Part 4 Implementation......Page 228
Introduction......Page 230
Change objectives......Page 231
Changing mission and purpose......Page 232
Structural changes......Page 233
Cultural change programmes......Page 234
Implementation......Page 236
The politics of organizational change......Page 238
Where to begin......Page 239
Evaluation......Page 240
Recent trends in organizational change......Page 241
Summary......Page 242
The industry environment......Page 244
The main changes in the supermarket competitive environment since 1990......Page 245
The beginnings......Page 249
Going global......Page 250
Transferring best practices......Page 253
Exporting a high-tech business model......Page 255
Marks and Spencer: Losing Sight of the Business Success Model......Page 256
The Greenbury era......Page 257
The succession battle......Page 258
The fall from grace......Page 260
Oates’s bid for power......Page 261
Signs of recovery......Page 264
Glossary......Page 265
References......Page 269
Further reading......Page 274
C......Page 276
E......Page 278
I......Page 279
L......Page 280
M......Page 281
P......Page 282
S......Page 283
T......Page 284
Z......Page 285