Corporate strategy / Richard Lynch.

Enhanced descriptions from Syndetics:

Corporate Strategy, 4th Edition by Richard Lynch. Corporate Strategy, 4th edition provides a balanced and in-depth exploration of rational and creative approaches to strategy development from around the globe. Its combination of readability, comprehensive coverage and up-to-date case studies clearly demonstrate exactly what strategic theory is and how it translates into practice in the real world. New to this edition, its features include: A brand new chapter on Government, Public Sector and Not for Profit strategy; 80 case studies from around the world give students a broad perspective on how strategy is applied in organizations as diverse as MTV and a local theatre company, Bajaj Motorcycles of India and the Olympic City bids. 1/3 of cases are new to this edition.

Table of contents provided by Syndetics

• About this book (p. xv)
• How to use this book (p. xx)
• Guided tour of the book (p. xxii)
• Guided tour of companion website (p. xxv)
• Guide to the main focus of case studies (p. xxvi)
• Acknowledgements (p. xxviii)
• Publisher's acknowledgements (p. xxxi)
• Part 1 Introduction
• Chapter 1 Corporate strategy (p. 2)
• Introduction (p. 2)
• Case study 1.1 (p. 3)
• 1.1 What is corporate strategy? (p. 5)
• Case study 1.2 (p. 10)
• 1.2 Core areas of corporate strategy (p. 13)
• 1.3 Process, content and context (p. 15)
• 1.4 Process: linking the three core areas (p. 16)
• 1.5 What makes 'good' strategy? (p. 20)
• 1.6 Strategy development in public and non-profit organisations (p. 21)
• 1.7 International dimensions in corporate strategy (p. 23)
• Case study 1.3 (p. 23)
• Critical reflection (p. 28)
• Summary (p. 29)
• Questions (p. 29)
• Further reading (p. 30)
• Notes and references (p. 30)
• Chapter 2 A review of theory and practice (p. 32)
• Introduction (p. 32)
• Case study 2.1 (p. 33)
• 2.1 Historical context of strategy (p. 34)
• Case study 2.2 (p. 37)
• 2.2 Prescriptive corporate strategy in practice (p. 38)
• Case study 2.3 (p. 42)
• 2.3 Emergent corporate strategy in practice (p. 43)
• Case study 2.4 (p. 47)
• 2.4 Some prescriptive theories of corporate strategy (p. 48)
• Case study 2.5 (p. 55)
• 2.5 Some emergent theories of corporate strategy (p. 56)
• 2.6 Strategy as history - the contributions of Penrose and Chandler (p. 62)
• Case study 2.6 (p. 63)
• Critical reflection (p. 68)
• Summary (p. 68)
• Questions (p. 70)
• Further reading (p. 70)
• Notes and references (p. 71)
• Part 2 Analysis of the Environment
• Chapter 3 Analysing the environment - basics (p. 76)
• Introduction (p. 76)
• Case study 3.1 (p. 77)
• 3.1 Exploring the competitive environment (p. 78)
• 3.2 Strategic environment - the basics (p. 81)
• 3.3 Degree of turbulence in the environment (p. 82)
• 3.4 Analysing the general environment (p. 83)
• Case study 3.2 (p. 86)
• 3.5 Analysing the stages of market growth (p. 87)
• Case study 3.3 (p. 90)
• 3.6 Key factors for success in an industry (p. 92)
• 3.7 Analysing the competitive industry environment - the contribution of Porter (p. 93)
• 3.8 Analysing the co-operative environment (p. 99)
• 3.9 Analysing one or more immediate competitors in depth (p. 103)
• 3.10 Analysing the customer and market segmentation (p. 104)
• 3.11 Conclusions (p. 106)
• Case study 3.4 (p. 107)
• Critical reflection (p. 111)
• Summary (p. 111)
• Questions (p. 112)
• Further reading (p. 112)
• Notes and references (p. 113)
• Chapter 4 Analysing markets, competition and co-operation (p. 114)
• Introduction (p. 114)
• Case study 4.1 (p. 115)
• 4.1 Sustainable competitive advantage (p. 117)
• 4.2 Dynamics of competitive advantage (p. 121)
• Case study 4.2 (p. 122)
• 4.3 The nature and intensity of competition in an industry (p. 123)
• 4.4 Aggressive competitive strategies (p. 125)
• 4.5 Analysing an organisation's portfolio of competing products and services (p. 130)
• Case study 4.3 (p. 134)
• 4.6 Developing co-operation strategies (p. 136)
• 4.7 Distributor analysis (p. 139)
• 4.8 Analysing the role of government (p. 140)
• 4.9 Analysing international competitors and co-operators (p. 143)
• Case study 4.4 (p. 144)
• Critical reflection (p. 149)
• Summary (p. 149)
• Questions (p. 150)
• Further reading (p. 151)
• Notes and references (p. 151)
• Chapter 5 Developing customer-driven strategy (p. 154)
• Introduction (p. 154)
• Case study 5.1 (p. 155)
• 5.1 Customers and customer-driven strategy - the contribution of Theodore Levitt (p. 158)
• 5.2 Customer profiling and sustainable competitive advantage (p. 161)
• 5.3 Market segmentation (p. 165)
• Case study 5.2 (p. 167)
• 5.4 Competitive positioning (p. 169)
• 5.5 Strategy implications: analysing branding and reputation (p. 170)
• 5.6 Strategy implications: communicating with customers and stakeholders (p. 172)
• 5.7 Strategy implications: strategic pricing and value for money (p. 174)
• 5.8 International customer considerations (p. 179)
• Case study 5.3 (p. 180)
• Critical reflection (p. 183)
• Summary (p. 184)
• Questions (p. 185)
• Further reading (p. 186)
• Notes and references (p. 186)
• Part 3 Analysis of Resources
• Chapter 6 Analysing resources - basics (p. 190)
• Introduction (p. 190)
• Case study 6.1 (p. 191)
• 6.1 Prescriptive and emergent approaches to resource issues (p. 193)
• 6.2 Key factors for success in an industry (p. 194)
• 6.3 Analysing the resources of an individual organisation (p. 197)
• Case study 6.2 (p. 199)
• 6.4 Resource analysis and adding value (p. 201)
• 6.5 Adding competitive value: the value chain and the value system - the contribution of Porter (p. 202)
• 6.6 Resource analysis and economic rent - the contribution of David Ricardo (p. 208)
• Case study 6.3 (p. 212)
• 6.7 Resource analysis and competitive advantage - the resource-based view (p. 215)
• 6.8 Identifying which resources deliver sustainable competitive advantage (p. 222)
• 6.9 Resource analysis - improving competitive advantage (p. 228)
• Case study 6.4 (p. 231)
• Critical reflection (p. 233)
• Summary (p. 233)
• Questions (p. 234)
• Further reading (p. 235)
• Notes and references (p. 235)
• Chapter 7 Analysing human resources (p. 238)
• Introduction (p. 238)
• Case study 7.1 (p. 239)
• 7.1 Human resource analysis and corporate strategy (p. 242)
• 7.2 Human resource audit (p. 243)
• 7.3 Analysis of organisational culture (p. 245)
• Case study 7.2 (p. 252)
• 7.4 Analysis of strategic change in organisations (p. 255)
• 7.5 Analysis of politics, power and strategic change (p. 260)
• 7.6 International cultural perspectives (p. 262)
• Case study 7.3 (p. 264)
• Case study 7.4 (p. 265)
• Critical reflection (p. 268)
• Summary (p. 268)
• Questions (p. 269)
• Further reading (p. 269)
• Notes and references (p. 270)
• Chapter 8 Analysing financial resources (p. 272)
• Introduction (p. 272)
• Case study 8.1 (p. 273)
• 8.1 Analysing the sources of finance (p. 275)
• 8.2 Cost of capital and the optimal capital structure (p. 281)
• Case study 8.2 (p. 284)
• 8.3 Financial appraisal of strategy proposals (p. 286)
• 8.4 Financial management and added value: maximising shareholder wealth (p. 290)
• 8.5 Relationship between financial and corporate objectives (p. 293)
• Case study 8.3 (p. 294)
• 8.6 International aspects of financial resources (p. 296)
• Case study 8.4 (p. 298)
• Critical reflection (p. 302)
• Summary (p. 302)
• Questions (p. 303)
• Appendix 1 Checklist of the main financial ratios (p. 304)
• Appendix 2 Corporate strategy becomes a legal requirement for British companies (p. 305)
• Further reading (p. 305)
• Notes and references (p. 305)
• Chapter 9 Analysing operations resources (p. 307)
• Introduction (p. 307)
• Case study 9.1 (p. 308)
• 9.1 Operations and corporate strategy (p. 310)
• 9.2 Analysis of the operations environment (p. 311)
• Case study 9.2 (p. 315)
• 9.3 The role of operations in adding value and achieving sustainable competitive advantage (p. 318)
• 9.4 Operations activities and corporate strategy (p. 322)
• Case study 9.3 (p. 328)
• 9.5 Service operations strategy (p. 330)
• Critical reflection (p. 332)
• Summary (p. 333)
• Questions (p. 334)
• Further reading (p. 334)
• Notes and references (p. 335)
• Part 4 The Purpose of the Organisation
• Chapter 10 Purpose shaped by vision, leadership and ethics (p. 340)
• Introduction (p. 340)
• Case study 10.1 (p. 341)
• 10.1 Shaping the purpose of the organisation (p. 342)
• Case study 10.2 (p. 348)
• 10.2 Developing a strategic vision for the future (p. 351)
• Case study 10.3 (p. 354)
• 10.3 Purpose and the role of leadership (p. 355)
• Case study 10.4 (p. 360)
• 10.4 Corporate governance and the purpose of the organisation (p. 362)
• 10.5 Purpose shaped by ethics and corporate social responsibility (p. 367)
• Critical reflection (p. 371)
• Summary (p. 371)
• Questions (p. 372)
• Further reading (p. 373)
• Notes and references (p. 373)
• Chapter 11 Purpose emerging from knowledge, technology and innovation (p. 375)
• Introduction (p. 375)
• Case study 11.1 (p. 376)
• 11.1 The nature of knowledge (p. 377)
• Case study 11.2 (p. 382)
• 11.2 Knowledge creation and purpose (p. 384)
• Case study 11.3 (p. 389)
• 11.3 Using technology to develop purpose and competitive advantage (p. 389)
• Case study 11.4 (p. 394)
• 11.4 Innovation and purpose (p. 396)
• Case study 11.5 (p. 399)
• 11.5 How to innovate: the 'ideas' process (p. 401)
• Critical reflection (p. 406)
• Summary (p. 406)
• Questions (p. 407)
• Further reading (p. 407)
• Notes and references (p. 408)
• Chapter 12 Purpose delivered through corporate and business objectives (p. 410)
• Introduction (p. 410)
• Case study 12.1 (p. 411)
• 12.1 Clarifying the purpose of the organisation (p. 413)
• 12.2 Corporate purpose and corporate-level strategy (p. 416)
• 12.3 Stakeholder analysis (p. 419)
• Case study 12.2 (p. 423)
• 12.4 Developing the mission (p. 425)
• 12.5 Developing the objectives (p. 429)
• Case study 12.3 (p. 431)
• 12.6 Quality objectives and strategic purpose (p. 434)
• 12.7 Emergent strategy perspectives (p. 436)
• 12.8 Stakeholder power around the world and its influence on mission and objectives (p. 437)
• Critical reflection (p. 438)
• Summary (p. 439)
• Questions (p. 440)
• Further reading (p. 441)
• Notes and references (p. 441)
• Part 5 Developing the Strategy
• Chapter 13 Developing strategic options: the prescriptive process (p. 446)
• Introduction (p. 446)
• Case study 13.1 (p. 448)
• 13.1 Purpose and the SWOT analysis - the contribution of Andrews (p. 450)
• 13.2 Environment-based options: generic strategies - the contribution of Porter (p. 451)
• Case study 13.2 (p. 456)
• Case study 13.3 (p. 458)
• 13.3 Environment-based strategic options: the market options matrix (p. 461)
• 13.4 Environment-based strategic options: the expansion method matrix (p. 466)
• Case study 13.4 (p. 469)
• 13.5 Resource-based strategic options: the value chain (p. 473)
• 13.6 Resource-based strategic options: the resource-based view (p. 476)
• 13.7 Resource-based strategic options: cost reduction (p. 478)
• 13.8 Resource-based options in some special types of organisation (p. 483)
• Critical reflection (p. 484)
• Summary (p. 484)
• Questions (p. 486)
• Further reading (p. 486)
• Notes and references (p. 486)
• Chapter 14 Strategy evaluation and development: the prescriptive process (p. 488)
• Introduction (p. 488)
• Case study 14.1 (p. 489)
• 14.1 Prescriptive strategy content: evaluation against six criteria (p. 493)
• Case study 14.2 (p. 498)
• 14.2 Prescriptive strategy content: procedures and techniques (p. 500)
• 14.3 Applying empirical evidence and guidelines (p. 507)
• Case study 14.3 (p. 511)
• 14.4 The classic prescriptive model of corporate strategy: exploring the process (p. 514)
• 14.5 International corporate strategy selection (p. 518)
• Case study 14.4 (p. 519)
• Critical reflection (p. 524)
• Summary (p. 524)
• Questions (p. 525)
• Appendix (p. 526)
• Further reading (p. 527)
• Notes and references (p. 527)
• Chapter 15 Finding the strategic route forward: emergent and prescriptive approaches (p. 529)
• Introduction (p. 529)
• Case study 15.1 (p. 530)
• 15.1 The importance of strategy context (p. 531)
• Case study 15.2 (p. 534)
• 15.2 The survival-based strategic route forward (p. 537)
• 15.3 The uncertainty-based strategic route forward (p. 540)
• Case study 15.3 (p. 543)
• 15.4 The network-based strategic route forward (p. 546)
• 15.5 The game theory-based route forward (p. 550)
• 15.6 The learning-based strategic route forward (p. 554)
• 15.7 International considerations (p. 561)
• Case study 15.4 (p. 563)
• Critical reflection (p. 567)
• Summary (p. 567)
• Questions (p. 568)
• Appendix (p. 569)
• Further reading (p. 570)
• Notes and references (p. 570)
• Chapter 16 Organisational structure, style and people issues (p. 573)
• Introduction (p. 573)
• Case study 16.1 (p. 574)
• 16.1 Strategy before structure? (p. 576)
• 16.2 Building the organisation's structure: basic principles (p. 581)
• 16.3 The choice of management style and culture (p. 586)
• 16.4 Types of organisational structure (p. 589)
• Case study 16.2 (p. 595)
• 16.5 Organisational structures for innovation (p. 597)
• 16.6 Motivation and staffing in strategy implementation (p. 599)
• 16.7 Strategy and structure in international organisations - the role of headquarters (p. 601)
• Case study 16.3 (p. 602)
• Critical reflection (p. 604)
• Summary (p. 604)
• Questions (p. 606)
• Further reading (p. 606)
• Notes and references (p. 606)
• Part 6 The Implementation Process
• Chapter 17 Resource allocation, strategic planning and control (p. 610)
• Introduction (p. 610)
• Case study 17.1 (p. 611)
• 17.1 The implementation process (p. 613)
• 17.2 Relationship between implementation and the strategy development process (p. 615)
• Case study 17.2 (p. 622)
• 17.3 Objectives, task setting and communicating the strategy (p. 625)
• 17.4 Resource allocation (p. 628)
• Case study 17.3 (p. 630)
• 17.5 Strategic planning (p. 632)
• 17.6 Information, monitoring and control (p. 637)
• 17.7 Implementation of international strategy (p. 639)
• Critical reflection (p. 639)
• Summary (p. 639)
• Questions (p. 641)
• Further reading (p. 641)
• Notes and references (p. 642)
• Chapter 18 Government, public sector and not-for-profit strategies (p. 643)
• Introduction (p. 643)
• Case study 18.1 (p. 645)
• 18.1 Analysing the strategic environment in public sector strategy (p. 647)
• 18.2 Analysing resources in the public and not-for-profit sectors (p. 653)
• Case study 18.2 (p. 658)
• 18.3 Exploring the purpose of public and not-for-profit organisations (p. 661)
• 18.4 Context, content and process in public sector strategy (p. 663)
• 18.5 Implementation in public sector strategy (p. 666)
• Case study 18.3 (p. 668)
• Critical reflection (p. 673)
• Summary (p. 673)
• Questions (p. 675)
• Acknowledgements (p. 676)
• Further reading (p. 676)
• Notes and references (p. 676)
• Chapter 19 International expansion and globalisation strategies (p. 679)
• Introduction (p. 679)
• Case study 19.1 (p. 680)
• 19.1 International expansion and globalisation: their meaning and importance (p. 681)
• Case study 19.2 (p. 687)
• 19.2 World trade and the international expansion strategies of companies (p. 689)
• 19.3 Influence of institutions involved in international trade (p. 694)
• Case study 19.3 (p. 697)
• 19.4 International and global expansion strategies: the company perspective (p. 701)
• 19.5 International and global expansion strategies: organisation structures (p. 708)
• 19.6 Developing international relationships such as alliances and joint ventures (p. 711)
• Case study 19.4 (p. 715)
• Critical reflection (p. 718)
• Summary (p. 719)
• Questions (p. 720)
• Further reading (p. 720)
• Notes and references (p. 721)
• Chapter 20 The dynamics of strategy development and entrepreneurial growth (p. 723)
• Introduction (p. 723)
• Case study 20.1 (p. 724)
• 20.1 The dynamics of purpose (p. 726)
• 20.2 The dynamics of resource development (p. 727)
• 20.3 The dynamics of environmental development (p. 732)
• Case study 20.2 (p. 736)
• 20.4 The dynamics of fast-moving markets (p. 738)
• Case study 20.3 (p. 741)
• 20.5 The dynamics of entrepreneurial activity (p. 743)
• Critical reflection (p. 745)
• Summary (p. 745)
• Questions (p. 747)
• Further reading (p. 747)
• Notes and references (p. 747)
• Chapter 21 Managing strategic change (p. 749)
• Introduction (p. 749)
• Case study 21.1 (p. 750)
• 21.1 The basic concept of strategic change (p. 752)
• 21.2 Analysing the causes of strategic change (p. 757)
• Case study 21.2 (p. 758)
• 21.3 Prescriptive approaches to managing strategic change (p. 762)
• Case study 21.3 (p. 766)
• 21.4 Emergent approaches to managing change (p. 767)
• 21.5 Developing a strategic change programme (p. 772)
• Case study 21.4 (p. 777)
• Critical reflection (p. 783)
• Summary (p. 784)
• Questions (p. 785)
• Further reading (p. 786)
• Notes and references (p. 786)
• Chapter 22 Building a cohesive corporate strategy (p. 787)
• Introduction (p. 787)
• Case study 22.1 (p. 788)
• 22.1 Cohesion in prescriptive and emergent processes (p. 790)
• 22.2 Combining the elements of corporate strategy: the 'Seven S Framework' (p. 791)
• 22.3 Longer-term strategy issues (p. 797)
• Case study 22.2 (p. 800)
• Critical reflection (p. 802)
• Summary (p. 802)
• Questions (p. 803)
• Further reading (p. 803)
• Notes and references (p. 803)
• Glossary (p. 805)
• Name index (p. 815)
• Subject index (p. 817)

Author notes provided by Syndetics