Cover -- Fundamentals of Strategy -- Contents -- Preface -- Getting the Most from Fundamentals of Strategy -- Guided Tour -- Introducing Strategy -- Introduction -- What is strategy? -- The characteristics of strategic decisions -- Levels of strategy -- The vocabulary of strategy -- Strategic Management -- The strategic position -- Strategic choices -- Strategy in action -- Strategy Development Processes -- Summary -- Recommended key readings -- References -- Case Example: Electrolux -- The Environment -- Introduction -- The Macro-Environment -- The PESTEL framework -- Building scenarios -- Industries and Sectors -- Competitive forces - the five forces framework -- Implications of five forces analysis -- Key issues in using the five forces framework -- The industry life cycle -- Competitors and Markets -- Strategic groups -- Market segments -- Identifying the strategic customer -- Understanding what customers value - critical success factors -- Opportunities and Threats -- Summary -- Recommended key readings -- References -- Case Example: Global forces and the European brewing industry -- Strategic Capability -- Introduction -- Foundations of Strategic Capability -- Resources and competences -- Threshold capabilities -- Unique resources and core competences -- Cost Efficiency -- Capabilities for Achieving and Sustaining competitive Advantage -- Value of strategic capabilities -- Rarity of strategic capabilities -- Inimitable strategic capabilities -- Non-substitutability of strategic capabilities -- Dynamic capabilities -- Diagnosing Strategic Capability -- The value chain and value network -- Benchmarking -- SWOT -- Summary -- Recommended key readings -- References -- Case Example: Making eBay work -- Strategic Purpose -- Introduction -- Corporate Governance -- The governance chain -- Different governance structures.

Corporate Social Responsibility -- Laissez-faire -- Enlightened self-interest -- A forum for stakeholder interaction -- Shapers of society -- Stakeholder Expectations -- Stakeholder mapping -- Values, Mission, Vision and Objectives -- Corporate values -- Mission and vision statements -- Objectives -- Summary -- Recommended key readings -- References -- Case Example: (PRODUCT) RED and Gap -- Culture and Strategy -- Introduction -- Strategic Drift -- Strategies change incrementally -- The tendency towards strategic drift -- A period of flux -- Transformational change or death -- What is culture and why is it important? -- National and regional cultures -- Organisational culture -- Organisational subcultures -- Culture's influence on strategy -- Analysing culture: the cultural web -- Undertaking cultural analysis -- Summary -- Recommended key readings -- References -- Case Example: Marks & Spencer (A) -- Business-Level Strategy -- Introduction -- Bases of competitive advantage: the 'strategy clock' -- Price-based strategies (routes 1 and 2) -- (Broad) differentiation strategies (route 4) -- The hybrid strategy (route 3) -- Focused differentiation (route 5) -- Sustaining Competitive Advantage -- Sustaining price-based advantage -- Sustaining differentiation-based advantage -- Strategic lock-in -- Responding to competitive threat -- Competition and Collaboration -- Summary -- Recommended key readings -- References -- Case Example: Madonna: still the reigning queen of pop? -- Strategic Directions and Corporate-Level Strategy -- Introduction -- Strategic Directions -- Market penetration -- Consolidation -- Product development -- Market development -- Diversification -- Reasons for Diversification -- Related diversification -- Unrelated diversification -- Diversification and performance -- Value Creation and the Corporate Parent.

Value-adding and value-destroying activities of corporate parents -- Portfolio Matrices -- The growth/share (or BCG) matrix -- The directional policy (GE-McKinsey) matrix -- Summary -- Recommended key readings -- References -- Case Example: The Virgin Group -- International Strategy -- Introduction -- Internationalisation Drivers -- National and International Sources of Advantage -- Porter's National Diamond -- The international value network -- International Strategies -- Market Selection and Entry -- Market characteristics -- Competitive characteristics -- Entry modes -- Summary -- Recommended key readings -- References -- Case Example: Lenovo computers: East meets West -- Strategy Methods and Evaluation -- Introduction -- Methods of Pursuing Strategies -- Organic development -- Mergers and acquisitions -- Strategic alliances -- Strategy Evaluation -- Suitability -- Acceptability -- Feasibility -- Summary -- Recommended key readings -- References -- Case Example: Tesco conquers the world? -- Strategy in Action -- Introduction -- Structures -- The functional structure -- The multidivisional structure -- The matrix structure -- Organisational Processes -- Direct supervision -- Planning processes -- Cultural processes -- Performance targeting processes -- Market processes -- Managing Strategic Change -- Roles in managing change -- Styles of managing change -- Levers for managing change -- Summary -- Recommended key readings -- References -- Case Example: NHS Direct - a gateway to health -- Glossary -- Index of Names -- General Index -- Publisher's Acknowledgements.

Description based on publisher supplied metadata and other sources.

Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2019. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.