Foundations of corporate success
Foundations of corporate success
- Oxford University Press, 1995
- xvi + 416 p. ; 23 cm
how business strategies add value
I Corporate Success Chapter 1 The Structure of Strategy-- Chapter 2 Adding Value-- II Business Relationships-- Chapter 3 Co?Operation and Co?Ordination-- Chapter 4 Relationships and Contracts-- III Distinctive Capabilities-- Chapter 5 Architecture-- Chapter 6 Reputation-- Chapter 7 Innovation-- Chapter 8 Strategic Assets-- IV From Distinctive Capabilities to Competitive Advantage-- Chapter 9 Markets-- Chapter 10 Mergers-- Chapter 11 Sustainability-- Chapter 12 Appropriability-- Chapter 13 The Value of Competitive Advantage-- V Competitive Strategies-- Chapter 14 Pricing and Positioning, 1-- Chapter 15 Pricing and Positioning, 2-- Chapter 16 Advertising and Branding-- Chapter 17 Vertical Relationships-- VI The Strategic Audit-- Chapter 18 The Industry-- Chapter 19 The Firm-- Chapter 20 The Nation-- VII The Future of Strategy-- Chapter 21 A Brief History of Business Strategy-- Chapter 22 Conclusions--
There is a fundamental difference between wish?driven strategies and strategies based on the effective match between external relationships of the firm and its own distinctive characteristics. The case for the latter is made through the contrast of three stories of business success and three stories of business failure. Business success requires an adaptive and opportunistic strategy, which nevertheless remains rational, analytic, and calculated. ; ; Keywords: adaptation, BMW, corporate strategy, firms, Glaxo, Honda, opportunism, relationships, Saatchi & Saatchi
9780198289883
HD INDUSTRIES. LAND USE. LABOR
Corporations--Finance
Business planning
Organizational effectiveness
Success in business
how business strategies add value
I Corporate Success Chapter 1 The Structure of Strategy-- Chapter 2 Adding Value-- II Business Relationships-- Chapter 3 Co?Operation and Co?Ordination-- Chapter 4 Relationships and Contracts-- III Distinctive Capabilities-- Chapter 5 Architecture-- Chapter 6 Reputation-- Chapter 7 Innovation-- Chapter 8 Strategic Assets-- IV From Distinctive Capabilities to Competitive Advantage-- Chapter 9 Markets-- Chapter 10 Mergers-- Chapter 11 Sustainability-- Chapter 12 Appropriability-- Chapter 13 The Value of Competitive Advantage-- V Competitive Strategies-- Chapter 14 Pricing and Positioning, 1-- Chapter 15 Pricing and Positioning, 2-- Chapter 16 Advertising and Branding-- Chapter 17 Vertical Relationships-- VI The Strategic Audit-- Chapter 18 The Industry-- Chapter 19 The Firm-- Chapter 20 The Nation-- VII The Future of Strategy-- Chapter 21 A Brief History of Business Strategy-- Chapter 22 Conclusions--
There is a fundamental difference between wish?driven strategies and strategies based on the effective match between external relationships of the firm and its own distinctive characteristics. The case for the latter is made through the contrast of three stories of business success and three stories of business failure. Business success requires an adaptive and opportunistic strategy, which nevertheless remains rational, analytic, and calculated. ; ; Keywords: adaptation, BMW, corporate strategy, firms, Glaxo, Honda, opportunism, relationships, Saatchi & Saatchi
9780198289883
HD INDUSTRIES. LAND USE. LABOR
Corporations--Finance
Business planning
Organizational effectiveness
Success in business
