Strategy for the corporate level : where to invest, what to cut back and how to grow organisations with multiple divisions

Content: Cover
 Title page
 Copyright page
 Contents
 Preface
 Acknowledgements
 PART I: Introduction and History
 Chapter One: Strategy for the Corporate Level: Summary of the Main Messages
 Blacklock
 Portfolio strategy
 Business logic
 Added value logic
 Capital markets logic
 Management (or parenting) strategy
 Chapter Two: Some History: From Boston Box to Three Logics that Drive Corporate Action
 The professional management school
 General management skills
 The concept of strategy
 Problems with resource allocation
 The portfolio planning school
 The growth share matrix. The GE or McKinsey matrixProblems with portfolio management
 1980s: Back to basics
 Value-based planning
 The synergy school
 Stick to the knitting
 Problems with synergy
 The return of synergy
 Core competences
 The capital markets school
 Towards a synthesis
 Dominant logic and management style
 Resource theory
 Parenting advantage and adding value
 Practitioners
 International strategy
 Conclusions
 PART II: Portfolio Strategy: Where to Invest and What to Avoid
 Chapter Three: How to Find Good Businesses and Avoid Bad Businesses
 Market profitability
 Competitive advantage. Weak businesses in attractive marketsStrong businesses in unattractive markets
 Growth
 Size
 What to plot in the matrix
 Chapter Four: How to Make Businesses More Successful
 What is value?
 The cost of corporate headquarters
 The heartland matrix
 Using the heartland matrix to guide strategy
 Combining the heartland and business attractiveness matrices
 Chapter Five: How to Buy Low and Sell High
 Are there good reasons why capital markets might misprice this business?
 The number of buyers and sellers
 The characteristics of buyers and sellers. Differences in the information available to buyersDeal process
 Do you have the superior insight and capabilities required to take advantage of any mispricing?
 Does the financial analysis suggest that the level of mispricing is significant?
 Fair value matrix
 Using capital markets logic proactively
 Chapter Six: Making Decisions about Where to Invest and What to Avoid
 Decision making when logics conflict
 You can add value but the business is unattractive
 Attractive business where you do not add value
 Attractive, heartland businesses which are overpriced. Unattractive businesses you own, where you are subtracting value, but which can only be sold at below NPVRunning the numbers
 PART III: Ways of Adding and Subtracting Value from Corporate Headquarters
 Chapter Seven: Ten Sources of Value from Direct Influence
 People decisions
 Strategies
 Targets
 Performance management
 Policies and standards
 Relationships
 Technology or products
 Expertise
 Brand
 Financial engineering
 Vertical value mirages
 When added value is real
 Chapter Eight: Nine Sources of Value from Coordinating across Business Divisions
 One face to the customer
 Cross-selling.