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Strategic management / Philip Sadler.

By: Sadler, Philip, 1930-.
Contributor(s): Craig, James C. Strategic management.
Material type: materialTypeLabelBookSeries: MBA masterclass series: Publisher: London ; Sterling, VA : Kogan Page, 2003Edition: 2nd ed.Description: viii, 272 p. ; 24 cm.ISBN: 0749439386; 9780749439385.Subject(s): Strategic planning | Business and Management | Business strategy | Business & Management | Management & management techniquesDDC classification: 658.4012 SAD Summary: This through, accessible work details the fundamental concepts, frameworks and ideas necessary to guide a company, division or department to success, linking academic theory with the practicalities of the real business world.
Holdings
Item type Current library Call number Status Barcode
General lending MTU Kerry North Campus Library First Floor Main 658.4012 SAD (Browse shelf(Opens below)) Available 38888000757462
Total holds: 0

Enhanced descriptions from Syndetics:

On the surface, strategic management appears to be quite straightforward: it is all about deciding some medium- to long-term goals, bringing together the resources, devising a plan and schedule, and then getting on with it. However, in the real world it isn't quite this simple.

Rev. ed. of: Strategic management / James C. Craig. 1st ed. 1993.

Includes bibliographical references (p. [256]-262) and index.

This through, accessible work details the fundamental concepts, frameworks and ideas necessary to guide a company, division or department to success, linking academic theory with the practicalities of the real business world.

Table of contents provided by Syndetics

  • The series editor (p. ix)
  • Introduction (p. 1)
  • Part 1 Strategic management and its context (p. 7|o2)
  • The elements of strategy (p. 9)
  • Corporate and competitive strategy (p. 13)
  • Schools of thought in strategic management (p. 15)
  • Summary (p. 24)
  • 2 The environmental context (p. 27)
  • Introduction (p. 27)
  • The impact of the 'New Economy' (p. 28)
  • The new agenda - sustainable development and corporate social responsibility (p. 34)
  • Two kinds of pressure (p. 41)
  • Anticipating environmental change (p. 44)
  • Summary (p. 44)
  • Part 2 Corporate strategy (p. 47)
  • Introduction (p. 49)
  • 3 Clarification of purpose or mission - the starting point for strategic management (p. 51)
  • Introduction (p. 51)
  • Shareholder value (p. 51)
  • The stakeholder approach (p. 54)
  • Aspirational purpose (p. 57)
  • Summary (p. 59)
  • 4 The role of the parent company (p. 60)
  • Introduction (p. 60)
  • Adding value (p. 60)
  • Parenting styles (p. 62)
  • Sustaining competitiveness (p. 65)
  • Strategy and organization at corporate level (p. 70)
  • Reputation, image and brand identity (p. 73)
  • Summary (p. 80)
  • 5 Building the portfolio (1): analyzing industry and competition (p. 82)
  • Introduction (p. 82)
  • Analyzing industry attractiveness (p. 82)
  • The application of industry analysis: forecasting profitability (p. 89)
  • Changing industry structure (p. 91)
  • Market segmentation (p. 91)
  • Summary (p. 93)
  • 6 Building the portfolio (2): vertical integration (p. 95)
  • Introduction (p. 95)
  • Costs of using the market (p. 96)
  • Long-term contracts and 'quasi-vertical integration' (p. 99)
  • Summary (p. 102)
  • 7 Building the portfolio (3): diversification (p. 103)
  • Introduction (p. 103)
  • Conglomerate or unrelated diversification (p. 103)
  • The case for related diversification (p. 108)
  • Diversification and synergy (p. 112)
  • Diversification and performance (p. 113)
  • Managing the diversified corporation (p. 115)
  • Portfolio planning models (p. 118)
  • Summary (p. 120)
  • 8 Strategic options (p. 123)
  • Mergers and acquisitions versus organic growth (p. 123)
  • Outsourcing (p. 131)
  • Strategic alliances (p. 132)
  • Partnership sourcing (p. 135)
  • Summary (p. 139)
  • 9 Functional strategies (p. 140)
  • Manufacturing strategy (p. 140)
  • Human resource strategy (p. 148)
  • Marketing strategy (p. 152)
  • Part 3 Competitive strategy (p. 159)
  • Introduction (p. 161)
  • 10 The firm: resources, capabilities and competitive advantage (p. 163)
  • Introduction (p. 163)
  • Resources, capabilities and strategy formulation (p. 164)
  • Fundamentals of resource analysis (p. 166)
  • Capabilities (p. 171)
  • Appraising capabilities (p. 173)
  • Managing capabilities (p. 174)
  • From resources and capabilities to competitive advantage (p. 175)
  • Summary (p. 177)
  • 11 Strategies for cost advantage and differentiation advantage (p. 179)
  • Introduction (p. 179)
  • Creation and erosion of competitive advantage (p. 180)
  • Cost and differentiation advantages (p. 183)
  • Sources of cost advantage (p. 185)
  • Cost drivers (p. 187)
  • Analyzing costs (p. 188)
  • Differentiation and differentiation advantage (p. 190)
  • Analyzing differentiation (p. 191)
  • Tangible and intangible differentiation (p. 191)
  • The costs of differentiation (p. 193)
  • Value chain analysis of differentiation advantage (p. 194)
  • Summary (p. 195)
  • 12 Competing in global markets (p. 197)
  • Introduction (p. 197)
  • Implications of internationalization for industry structure and competition (p. 199)
  • Implications of internationalization for competitive advantage (p. 201)
  • Strategies for exploiting overseas market opportunities (p. 204)
  • Global versus multinational strategies (p. 208)
  • Location decisions and the value chain (p. 209)
  • Organizing the multinational corporation (p. 210)
  • The 'transnational' corporation (p. 212)
  • Summary (p. 213)
  • Part 4 Implementation (p. 215)
  • 13 Managing strategic change (p. 217)
  • Introduction (p. 217)
  • Change objectives (p. 218)
  • Implementation (p. 223)
  • Evaluation (p. 227)
  • Recent trends in organizational change (p. 228)
  • Summary (p. 229)
  • Cases (p. 231)
  • Tesco (p. 231)
  • Marks and Spencer (p. 243)
  • Glossary (p. 252)
  • References (p. 256)
  • Further reading (p. 261)
  • Index (p. 263)

Excerpt provided by Syndetics

Introduction PART 1 STRATEGIC MANAGEMENT AND ITS CONTEXT 1 Introduction to strategic management The elements of strategy Corporate and competitive strategy Schools of thought in strategic management Summary 2 The environmental context Introduction The impact of the 'New Economy' The new agenda - sustainable development and corporate social responsibility Two kinds of pressure Anticipating environmental change Summary PART 2 CORPORATE STRATEGY Introduction 3 Clarification of purpose or mission - the starting point for strategic management Introduction Shareholder value The stakeholder approach Aspirational purpose Summary 4 The role of the parent company Introduction Adding value Parenting styles Sustaining competitiveness Strategy and organization at corporate level Reputation, image and brand identity Summary 5 Building the portfolio (1): Analyzing industry and competition Introduction Analyzing industry attractiveness The application of industry analysis: forecasting profitability Changing industry structure Market segmentation Summary 6 Building the portfolio (2): Vertical integration Introduction Costs of using the market Long-term contracts and 'quasi-vertical integration' Summary 7 Building the portfolio (3): Diversification Introduction Conglomerate or unrelated diversification The case for related diversification Diversification and synergy Diversification and performance Managing the diversified corporation Portfolio planning models Summary 8 Strategic options Mergers and acquisitions versus organic growth Outsourcing Strategic alliances Partnership sourcing Summary 9 Functional strategies Manufacturing strategy Human resource strategy Marketing strategy PART 3 COMPETITIVE STRATEGY Introduction 10 The firm: resources, capabilities and competitive advantage Introduction Resources, capabilities and strategy formulation Fundamentals of resource analysis Capabilities Appraising capabilities Managing capabilities From resources and capabilities to competitive advantage Summary 11 Strategies for cost advantage and differentiation advantage Introduction Creation and erosion of competitive advantage Cost and differentiation advantages Sources of cost advantage Cost drivers Analyzing costs Differentiation and differentiation advantage Analyzing differentiation Tangible and intangible differentiation The costs of differentiation Value chain analysis of differentiation advantage Summary 12 Competing in global markets Introduction Implications of internationalization for industry structure and competition Implications of internationalization for competitive advantage Strategies for exploiting overseas marketing opportunities Global versus multinational strategies Location decisions and the value chain Organizing the multinational corporation The 'transnational' corporation Summary PART 4 IMPLEMENTATION 13 Managing strategic change Introduction Change objectives Implementation Evaluation Recent trends in organizational change Summary Cases Tesco Marks and Spencer Glossary References Further reading Excerpted from Strategic Management by Philip Sadler, M. J. Ryall All rights reserved by the original copyright owners. Excerpts are provided for display purposes only and may not be reproduced, reprinted or distributed without the written permission of the publisher.