Strategic ManagementIn this thorough and accessible guide, Philip Sadler details the fundamental concepts, frameworks and ideas necessary to formulate and implement strategy. Designed to meet the needs of busy MBA students and practising managers alike, Strategic Management will guide the reader through the most important work by academics and consultants in the field of strategy. |
Contents
Introduction to strategic management | 9 |
Corporate and competitive strategy | 13 |
Schools of thought in strategic management | 15 |
Summary | 24 |
The environmental context | 27 |
The impact of the New Economy | 28 |
The new agenda sustainable development and corporate social responsibility | 34 |
Two kinds of pressure | 41 |
Competitive strategy | 159 |
Introduction | 161 |
The firm resources capabilities and competitive advantage | 163 |
Resources capabilities and strategy formulation | 164 |
Fundamentals of resource analysis | 166 |
Capabilities | 171 |
Appraising capabilities | 173 |
Managing capabilities | 174 |
Anticipating environmental change | 44 |
Corporate startegy | 47 |
Introduction | 49 |
Clarification of purpose or mission the starting point for strategic management | 51 |
The stakeholder approach | 54 |
Aspirational purpose | 57 |
Summary | 59 |
The role of the parent company | 60 |
Parenting styles | 62 |
Sustaining competitiveness | 65 |
Strategy and organization at corporate level | 70 |
Reputation image and brand identity | 73 |
Summary | 80 |
Building the portfolio 1 analyzing industry and competition | 82 |
forecasting profitability | 89 |
Changing industry structure | 91 |
Summary | 93 |
Building the portfolio 2 vertical integration | 95 |
Costs of using the market | 96 |
Longterm contracts and quasivertical integration | 99 |
Summary | 102 |
Building the portfolio 3 diversification | 103 |
The case for related diversification | 108 |
Diversification and synergy | 112 |
Diversification and performance | 113 |
Managing the diversified corporation | 115 |
Portfolio planning models | 118 |
Summary | 120 |
Strategic options | 123 |
Outsourcing | 131 |
Strategic alliances | 132 |
Partnership sourcing | 135 |
Summary | 139 |
Functional strategies | 140 |
Human resource strategy | 148 |
Marketing strategy | 152 |
From resources and capabilities to competitive advantage | 175 |
Summary | 177 |
Strategies for cost advantage and differentiation advantage | 179 |
Creation and erosion of competitive advantage | 180 |
Cost and differentiation advantages | 183 |
Sources of cost advantage | 185 |
Cost drivers | 187 |
Analyzing costs | 188 |
Differentiation and differentiation advantage | 190 |
Analyzing differentiation | 191 |
The costs of differentiation | 193 |
Value chain analysis of differentiation advantage | 194 |
Summary | 195 |
Competing in global markets | 197 |
Implications of internationalization for industry structure and competition | 199 |
Implications of internationalization for competitive advantage | 201 |
Strategies for exploiting overseas market opportunities | 204 |
Global versus multinational strategies | 208 |
Location decisions and the value chain | 209 |
Organizing the multinational corporation | 210 |
The transnational corporation | 212 |
Summary | 213 |
Implementation | 215 |
Managing strategic change | 217 |
Change objectives | 218 |
Implementation | 223 |
Evaluation | 227 |
Recent trends in organizational change | 228 |
Summary | 229 |
Cases | 231 |
Marks and Spencer | 243 |
Glossary | 252 |
| 256 | |
| 261 | |
| 263 | |
Common terms and phrases
ability achieve acquisition activities alliances analysis approach Asda attractiveness barriers brand names buyers capital cent company's competing competitive advantage competitors consumer corporate corporate social responsibility create culture customers decisions differentiation diversification diversified companies economies economies of scope employees entrants environment environmental example exploit factors firm's firms focus global Greenbury growth Hanson Hewlett Packard identify important increased industry innovation intangible investment involves issues Kwik Save labour leadership manufacturing market share Marks and Spencer measures merger million multinational Nokia operations opportunities organization organizational outsourcing overseas performance planning portfolio profits relationships reputation requires resources and capabilities result retailing role School segments shareholder value skills Somerfield stakeholders strategic management strategy formulation structure subsidiary success suppliers sustainable competitive sustainable competitive advantage synergy Tesco top management Unilever value chain vertical integration
References to this book
Change Management Masterclass: A Step by Step Guide to Successful Change ... Mike Green No preview available - 2007 |