Exploring Corporate Strategy: Text & Cases (7th Edition)

Over 600,000 students worldwide have used this best-selling book to understand and explore strategic management through their academic and professional careers. ''Exploring Corporate Strategy'' has established a reputation as a pre-eminent textbook in its field, based upon the expertise of authorship, range of cases, depth of commentary and wealth of supporting resources. The 7th edition builds on these strengths with the introduction of a new author, Richard Whittington. The enhanced coverage of international strategy and the resource-based view, as well as improved visual presentation, ensure that this book continues to lead the way in exploring strategic management. This version of the text includes 35 long case studies from a variety of industries worldwide. The text includes access to a companion website, which includes: For lecturers; Instructors Manual with case notes, over 300 PowerPoints, additional classic cases from previous editions and a secure Test bank. For Students; Multiple choice questions, weblinks, case updates, and additional case studies. Suitable for courses studying Strategic Management at all levels. Cover......Page 1 Exploring Corporate Strategy......Page 2 Brief Contents......Page 6 Detailed Contents......Page 8 List of Illustrations......Page 18 List of Exhibits......Page 20 Preface......Page 23 Getting the Most from Exploring Corporate Strategy......Page 27 Guided Tour of the Book......Page 31 Guided Tour of the Companion Website......Page 33 Acknowledgements......Page 35 Part I Introduction......Page 38 Introduction to Part I......Page 40 Introducing Strategy......Page 42 What is strategy?......Page 43 Strategic management......Page 52 Strategy as a subject of study......Page 57 Strategic management in different contexts......Page 58 The challenges of strategic management......Page 63 Summary......Page 71 References......Page 72 Work assignments......Page 73 Case example: Electrolux......Page 74 Strategy Lenses......Page 78 Part II The Strategic Position......Page 96 Introduction to Part II......Page 98 The Environment......Page 100 Introduction......Page 101 The macro-environment......Page 102 Industries and sectors......Page 114 Competitors and markets......Page 126 Opportunities and threats......Page 135 Summary......Page 140 References......Page 141 Work assignments......Page 143 Case example: Global forces and the European brewing industry......Page 145 Strategic Capability......Page 152 Introduction......Page 153 Foundations of strategic capability......Page 154 Cost efficiency......Page 158 Capabilities for sustainable competitive advantage......Page 161 Organisational knowledge......Page 170 Diagnosing strategic capability......Page 173 Managing strategic capability......Page 187 Summary......Page 193 References......Page 194 Work assignments......Page 196 Case example: Listening at eBay......Page 197 Expectations and Purposes......Page 200 Introduction......Page 201 Corporate governance......Page 202 Stakeholder expectations......Page 216 Business ethics and social responsibility......Page 225 The cultural context......Page 232 Communicating organisational purposes......Page 244 Summary......Page 248 References......Page 249 Work assignments......Page 252 Case example: Manchester United, brand of hope and glory......Page 254 Coping with Complexity: The ‘Business Idea’......Page 260 Part III Strategic Choices......Page 270 Introduction to Part III......Page 272 Business-Level Strategy......Page 276 Introduction......Page 277 Identifying strategic business units......Page 278 Bases of competitive advantage: the ‘strategy clock’......Page 279 Sustaining competitive advantage......Page 289 Competitive strategy in hypercompetitive conditions......Page 295 Competition and collaboration......Page 298 Game theory......Page 301 Recommended key readings......Page 309 References......Page 310 Work assignments......Page 311 Case example: Madonna: still the reigning queen of pop?......Page 312 Corporate-Level and International Strategy......Page 316 Introduction......Page 317 Product/market diversity......Page 319 International diversity and international strategy......Page 328 Value creation and the corporate parent......Page 340 Managing the corporate portfolio......Page 351 Recommended key readings......Page 366 References......Page 367 Work assignments......Page 369 Case example: The Virgin Group......Page 370 Directions and Methods of Development......Page 376 Directions for strategy development......Page 377 Methods of strategy development......Page 385 Success criteria......Page 394 Recommended key readings......Page 413 References......Page 414 Work assignments......Page 416 Case example: Tesco plots to make even more dough......Page 417 Strategy selection......Page 420 Part IV Strategy into Action......Page 428 Introduction to Part IV......Page 430 Organising for Success......Page 432 Introduction......Page 433 Structural types......Page 434 Processes......Page 447 Relationships......Page 458 Configurations......Page 468 Summary......Page 474 References......Page 475 Work assignments......Page 477 Case example: Building One BBC......Page 478 Enabling Success......Page 482 Introduction......Page 483 Managing people......Page 484 Managing information......Page 494 Managing finance......Page 504 Managing technology......Page 515 Integrating resources......Page 525 Summary......Page 528 References......Page 529 Work assignments......Page 531 Case example: NHS Direct – a fast-moving and developing service......Page 532 Managing Strategic Change......Page 540 Introduction......Page 541 Diagnosing the change situation......Page 542 Change management: styles and roles......Page 552 Levers for managing strategic change......Page 559 Potential pitfalls of change programmes......Page 576 Recommended key readings......Page 579 References......Page 580 Work assignments......Page 582 Case example: The Compagnie des Services Pétroliers (CSP)......Page 583 Strategy into Action......Page 588 Part V How Strategy Develops......Page 596 Introduction to Part V......Page 598 Understanding Strategy Development......Page 600 Intended and emergent strategies......Page 601 Intended strategy development......Page 605 Emergent strategy development......Page 614 Multiple processes of strategy development......Page 623 Challenges and implications for strategy development......Page 625 Summary......Page 632 References......Page 633 Work assignments......Page 635 Case example: Strategy development at Intel......Page 636 Strategy Development in Organisations......Page 640 Case Studies......Page 648 A guide to using the case studies......Page 650 Guide to the main focus of cases......Page 651 Ministry of Sound......Page 654 The global pharmaceutical industry......Page 657 Chaos in the skies – the airline industry pre- and post-9/11......Page 674 Amazon.com – from start-up to 2004......Page 684 The Formula One constructors......Page 710 The rise and fall of Baan Company......Page 722 Premier Oil and Hermes: the responsibility of business......Page 734 Sheffield Theatres Trust......Page 740 Belief in action: The Salvation Army, a global not-for-profit organisation......Page 754 Eurotunnel – how contrasting national cultures can affect strategy development......Page 762 BMW automobiles......Page 771 The VSM Group......Page 779 Thorntons plc: corporate and business strategy......Page 787 The News Corporation......Page 797 The internationalisation of Allied Irish Banks......Page 813 Mantero Seta Spa: a strategy for China......Page 826 Coopers Creek and the New Zealand wine industry......Page 834 SAB Miller......Page 844 Xelibri – a Siemens mobile adventure......Page 856 Ryanair......Page 869 Wimm-Bill-Dann: a decade of growth......Page 890 KPN – surviving the crisis in the telecommunications industry......Page 900 Coors – a move into the UK brewing industry......Page 913 Barclaycard: still the king of plastic?......Page 923 Brown Bag......Page 938 West Dunbartonshire Community Safety Partnership......Page 945 GSK – a merger too far?......Page 950 Restructuring Sony......Page 961 Arts Council England – new structures for new challenges......Page 974 SerCom Solutions: outsourcing options......Page 978 The Forestry Commission: cultural change to deliver a new strategy......Page 985 Marks and Spencer......Page 1003 Eden Project......Page 1016 Ericsson and the creation of the mobile telephony systems business......Page 1027 Sunshine and storms on the Isle of Skye: Sabhal Mòr Ostaig and the Gaelic Renaissance......Page 1037 Glossary......Page 1046 Index of Names......Page 1052 General Index......Page 1055 "Exploring Corporate Strategy has established a reputation as a pre-eminent textbook in its field, based upon the expertise of authorship, range of cases, depth of commentary and wealth of supporting resources." "The seventh edition builds on these strengths with the introduction of a new author, Richard Whittington. The enhanced coverage of international strategy and the resource-based view, as well as improved visual presentation, ensure that this book continues to lead the way in exploring strategic management."--Jacket An extensive process of market research & product development has formed the basis for this new edition. It covers all of the underlying concepts, processes of development & analytical methods of corporate strategy within a variety of organisations