Fundamentals of strategy / / Gerry Johnson... [et al]

• Pubblicazione: Harlow, : Pearson Education Limited, 2015
• Edizione: 3rd ed.
• Descrizione fisica: xvii, 256p. ; : ill. (col.)
• Disciplina: 658.4/012
• Soggetto topico: Business planning; Strategic planning
• Altri autori: JohnsonGerry
• Note generali: Bibliographic Level Mode of Issuance: Monograph
• Nota di bibliografia: Includes bibliographical references and indexes.
• Nota di contenuto: Cover -- CONTENTS -- ABOUT FUNDAMENTALS OF STRATEGY -- GETTING THE MOST FROM FUNDAMENTALS OF STRATEGY -- GUIDED TOUR -- 1 INTRODUCING STRATEGY -- Learning outcomes -- Key terms -- 1.1 INTRODUCTION -- 1.2 WHAT IS STRATEGY? -- 1.2.1 Defining strategy -- 1.2.2 Levels of strategy -- 1.2.3 Strategy statements -- 1.3 THE EXPLORING STRATEGY MODEL -- 1.3.1 Strategic position -- 1.3.2 Strategic choices -- 1.3.3 Strategy in action -- 1.4 STRATEGY DEVELOPMENT PROCESSES -- SUMMARY -- VIDEO ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES -- CASE EXAMPLE: Glastonbury: from hippy weekend to international festival -- 2 THE ENVIRONMENT -- Learning outcomes -- Key terms -- 2.1 INTRODUCTION -- 2.2 THE MACRO-ENVIRONMENT -- 2.2.1 The PESTEL framework -- 2.2.2 Building scenarios -- 2.3 INDUSTRIES AND SECTORS -- 2.3.1 Competitive forces - the Five Forces Framework -- 2.3.2 Complementors and industry life cycles -- 2.4 COMPETITORS AND MARKETS -- 2.4.1 Strategic groups -- 2.4.2 Market segments -- 2.4.3 Competitor analysis and 'Blue Oceans' -- 2.5 OPPORTUNITIES AND THREATS -- SUMMARY -- VIDEO ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES -- CASE EXAMPLE: Global forces and the advertising industry -- 3 STRATEGIC CAPABILLITIES -- Learning outcomes -- Key terms -- 3.1 INTRODUCTION -- 3.2 FOUNDATIONS OF STRATEGIC CAPABILITY -- 3.2.1 Resources and competences -- 3.2.2 Dynamic capabilities -- 3.2.3 Threshold and distinctive capabilities -- 3.3 'VRIO' STRATEGIC CAPABILITIES AS A BASIS OF COMPETITIVE ADVANTAGE -- 3.3.1 V - value of strategic capabilities -- 3.3.2 R - rarity -- 3.3.3 I - inimitability -- 3.3.4 O - organisational support -- 3.4 DIAGNOSING STRATEGIC CAPABILITIES -- 3.4.1 The value chain and value system -- 3.4.2 Activity systems -- 3.4.3 SWOT -- SUMMARY -- VIDEO ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES. ; CASE EXAMPLE: Rocket Internet - will the copycat be imitated? -- 4 STRATEGIC PURPOSE -- Learning outcomes -- Key terms -- 4.1 INTRODUCTION -- 4.2 MISSION, VISION, VALUES AND OBJECTIVES -- 4.3 OWNERS AND MANAGERS -- 4.3.1 Ownership models -- 4.3.2 Corporate governance -- 4.3.3 Different governance models -- 4.4 STAKEHOLDER EXPECTATIONS -- 4.4.1 Stakeholder groups -- 4.4.2 Stakeholder mapping -- 4.5 CORPORATE SOCIAL RESPONSIBILITY -- 4.6 CULTURAL INFLUENCES -- 4.6.1 Geographically based cultures -- 4.6.2 Organisational culture -- 4.6.3 Organisational subcultures -- 4.6.4 Culture's influence on strategy -- 4.6.5 Analysing culture: the cultural web -- SUMMARY -- VIDEO ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES -- CASE EXAMPLE: Bonuses and 'gaming' at Barclays Bank -- 5 BUSINESS STRATEGY -- Learning outcomes -- Key terms -- 5.1 INTRODUCTION -- 5.2 GENERIC COMPETITIVE STRATEGIES -- 5.2.1 Cost leadership -- 5.2.2 Differentiation strategies -- 5.2.3 Focus strategies -- 5.2.4 'Stuck in the middle'? -- 5.2.5 The Strategy Clock -- 5.3 INTERACTIVE STRATEGIES -- 5.3.1 Interactive price and quality strategies -- 5.3.2 Cooperative strategy -- SUMMARY -- VIDEO ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES -- CASE EXAMPLE: The IKEA approach -- 6 CORPORATE STRATEGY AND DIVERSIFICATION -- Learning objectives -- Key terms -- 6.1 INTRODUCTION -- 6.2 STRATEGY DIRECTIONS -- 6.2.1 Market penetration -- 6.2.2 Product development -- 6.2.3 Market development -- 6.2.4 Conglomerate diversification -- 6.3 DIVERSIFICATION DRIVERS -- 6.4 VERTICAL INTEGRATION -- 6.4.1 Forward and backward integration -- 6.4.2 To integrate or to outsource? -- 6.5 VALUE CREATION AND THE CORPORATE PARENT -- 6.5.1 Value-adding and value-destroying activities of corporate parents -- 6.5.2 The portfolio manager -- 6.5.3 The synergy manager -- 6.5.4 The parental developer. ; 6.6 THE BCG (OR GROWTH/SHARE) MATRIX -- SUMMARY -- VIDEO ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES -- CASE EXAMPLE: Strategic development at Virgin 2013 -- 7 INTERNATIONAL STRATEGY -- Learning outcomes -- Key terms -- 7.1 INTRODUCTION -- 7.2 INTERNATIONALISATION DRIVERS -- 7.3 GEOGRAPHIC SOURCES OF ADVANTAGE -- 7.3.1 Locational advantage: Porter's Diamond -- 7.3.2 The international value system -- 7.4 INTERNATIONAL STRATEGIES -- 7.5 MARKET SELECTION AND ENTRY -- 7.5.1 Market characteristics -- 7.5.2 Competitive characteristics -- 7.5.3 Entry modes -- SUMMARY -- VIDEO ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES -- CASE EXAMPLE: China comes to Hollywood: Wanda's acquisition of AMC -- 8 INNOVATION AND ENTREPRENEURSHIP -- Learning outcomes -- Key terms -- 8.1 INTRODUCTION -- 8.2 INNOVATION SOURCES -- 8.2.1 Technology push or market pull -- 8.2.2 Product or process innovation -- 8.2.3 Open or closed innovation -- 8.2.4 Technological or business-model innovation -- 8.3 INNOVATION DIFFUSION -- 8.3.1 The pace of diffusion -- 8.3.2 The diffusion S-curve -- 8.4 INNOVATORS AND FOLLOWERS -- 8.4.1 First-mover advantages and disadvantages -- 8.4.2 First or second? -- 8.4.3 The incumbent's response -- 8.5 ENTREPRENEURIAL STRATEGY -- 8.5.1 Stages of entrepreneurial growth -- 8.5.2 Entrepreneurial strategies -- SUMMARY -- VIDEO ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES -- CASE EXAMPLE: Rovio Entertainment: Disney of the smart phone age? -- 9 MERGERS, ACQUISITIONS AND ALLIANCES -- Learning outcomes -- Key terms -- 9.1 INTRODUCTION -- 9.2 ORGANIC DEVELOPMENT -- 9.3 MERGERS AND ACQUISITIONS -- 9.3.1 Types of mergers and acquisitions -- 9.3.2 Motives for mergers and acquisitions -- 9.3.3 M&A processes -- 9.4 STRATEGIC ALLIANCES -- 9.4.1 Types of strategic alliance -- 9.4.2 Motives for alliances -- 9.4.3 Strategic alliance processes. ; SUMMARY -- VIDEO ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES -- CASE EXAMPLE: 'Final Fantasy '? Acquisitions and alliances in electronic games -- 10 STRATEGY IN ACTION -- Learning outcomes -- Key terms -- 10.1 INTRODUCTION -- 10.2 STRUCTURAL TYPES -- 10.2.1 The functional structure -- 10.2.2 The divisional structure -- 10.2.3 The matrix structure -- 10.3 SYSTEMS -- 10.3.1 Planning systems -- 10.3.2 Cultural systems -- 10.3.3 Performance targeting systems -- 10.4 ORGANISATIONAL CONFIGURATION: THE MCKINSEY 7-S FRAMEWORK -- 10.5 LEADING STRATEGIC CHANGE -- 10.5.1 Strategic leadership roles -- 10.5.2 Leadership styles -- 10.5.3 Types of strategic change -- 10.5.4 Identifying levers for change: forcefield analysis -- SUMMARY -- VIDEO ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES -- CASE EXAMPLE: Sergio Marchionne: leading change in Fiat and Chrysler -- APPENDIX: EVALUATING STRATEGIES -- INTRODUCTION -- ORGANISATIONAL PERFORMANCE -- EVALUATION CRITERIA: Suitability, Acceptability, Feasibility -- GLOSSARY -- INDEX OF NAMES -- GENERAL INDEX -- PUBLISHER'S ACKNOWLEDGEMENTS.
• Sommario/riassunto: One million students and business executives have used the market-leading text Exploring Strategy to boost their academic and professional careers. The expert authors now transfer the essence of Exploring Strategy into The Fundamentals of Strategy. This book is particularly suited for those engaged in short courses.
• Titolo autorizzato: Fundamentals of strategy
• ISBN: 1-292-01725-2
• Formato: Materiale a stampa
• Livello bibliografico: Monografia
• Lingua di pubblicazione: Inglese
• Record Nr.: 9910151570103321
• Lo trovi qui: Univ. Federico II