The strategy concept and process a pragmatic approach
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| Hauptverfasser: | , |
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| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Upper Saddle River, NJ
Prentice Hall
1996
|
| Ausgabe: | 2. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
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| 245 | 1 | 0 | |a The strategy concept and process |b a pragmatic approach |c Arnoldo C. Hax ; Nicolas S. Majluf |
| 250 | |a 2. ed. | ||
| 264 | 1 | |a Upper Saddle River, NJ |b Prentice Hall |c 1996 | |
| 300 | |a XVI, 440 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 650 | 4 | |a Planificación estratégica | |
| 650 | 7 | |a Planification stratégique |2 ram | |
| 650 | 7 | |a Strategische planning |2 gtt | |
| 650 | 4 | |a Strategic planning | |
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Datensatz im Suchindex
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|---|---|
| adam_text | Contents
Preface xm
Part I Strategy and Process
1 The Concept of Strategy
and the Strategy Formation Process 1
The Various Dimensions of the Concept of Strategy 2
Toward a Unified Concept of Strategy 12
The Strategy Formation Process 15
A Typology of Strategy Formation 18
Profiling and Diagramming the Concept of Strategy and the Strategy
Formation Process 19
2 A Formal Strategic Planning Process 24
The Three Perspectives of Strategy: Corporate, Business, and Functional 24
The Strategic Planning Process: Integrating the Three Perspectives 28
The Merits of Formal Strategic Planning 32
Avoiding the Limitations of Formal Strategic Planning 33
Managing by Strategy 37
• •
Vll
Part II Business Strategy
3 Business Strategy: The Core Concepts 43
The Concept of Strategic Business Unit 43
Interrelationship across Strategic Business Units 45
The Fundamental Elements of the Definition of a Business Strategy 46
4 The Mission of the Business 50
A Process for Defining the Mission of the Business: An Illustration 51
5 Environmental Scan at the Business Level 66
Definition of Industry 66
Definition of Industry and Competitive Analysis 67
Structural Analysis of Industries: The Five Forces Model 67
Two Illustrations of the Structural Analysis of Industries: Pharmaceuticals
and Engineering Polymers 75
Further Comments on the Five Forces Model 78
Environmental Scan at the Business Level Based on External Factors
Analysis 91
A Process for Profiling the Industry Attractiveness ivith the Five Forces Model:
An Illustration 91
Strategic Group Analysis 97
The Financial Statement Analysis Framework 104
6 Internal Scrutiny at the Business Level 118
The Value Chain 118
Illustration of the Value Chain: Merck in the Pharmaceutical Industry 121
Generic Competitive Strategies 123
The Engineering Polymers Example Revisited 125
A Process for Profiling the Competitive Positioning of a Business:
An Illustration 127
viii Contents
7 The Formulation of the Business Strategy 141
A Process for Formulating Business Strategy: An Illustration 142
8 Strategic and Economic Evaluation
of the Merits of a Strategy 158
The Positioning Sustainability Valuation Fkxibility Framework 159
Strategic Evaluation of the Merck Medco Acquisition 162
Part HI Corporate Strategy
9 Corporate Strategy: The Core Concepts 184
Strategic Tasks at the Corporate Level 184
The Fundamental Elements in the Definition of Corporate Strategy 189
10 Environmental Scan at the Corporate Level 194
A Process for Performing the Environmental Scan at the Corporate Level 195
11 The Mission of the Firm 203
Alternatives for Growth and Diversification: A Guide to Assessing the Future
Scope of the Firm 204
Defining the Mission of the Firm: The Cases ofNKK and P G 207
12 Business Segmentation 216
The Core Competence and the Challenge to the SBU Concept 218
Matching Organizational Structure and Business Segmentation 221
Making Explicit the Business Segmentation 225
Contents ix
13 Horizontal Strategy 225
Interrelationship among Business Units 226
Identification of Sources of Interrelationships:
Some Illustrations 231
Configuration of Activities of the Value Chain:
The Case of the Telecommunications Equipment
Industry Worldunde 236
Organization and Managerial Infrastructure
for Horizontal Strategy 239
14 Vertical Integration 242
Characterization of Vertical Integration 242
Benefits and Costs of Vertical Integration 244
Conceptual Frameworks for Vertical Integration 246
A Methodology for Linking Horizontal Strategy and
Vertical Integration 249
15 Corporate Philosophy 254
Methodology for a Diagnosis of Corporate Philosophy 255
Summary of the Corporate Internal Scrutiny: The Strengths and
Weaknesses of the Firm 261
16 Strategic Posture of the Firm 264
Corporate Strategic Thrusts: The Agenda, the Assignment of
Responsibilities, and the Measures of Control 264
Corporate Strategic Thrusts: Some Illustrations 266
Corporate Performance Objectives 268
17 Resource Allocation and Portfolio Management 276
Sources of Value Creation 278
Measuring the Contribution to Value Creation 279
X Contents
The Relationship Between Profitability and Growth 281
Factors Affecting the Market Value of the Firm 282
The Market to Book Value versus Spread 286
The Market to Book Value Ratio versus Economic to Book
Value Ratio (M/B vs. E/B) 293
The Profitability Matrix 295
Portfolio Matrices 301
Contribution of Portfolio Approaches to Strategic Planning 312
The Process of Resource Allocation 313
Par t IV Functional Strategy
18 Functional Strategy: The Core Concepts 323
Functional Benchmarking 323
Functional Capabilities and Business Process
Reengineering 324
Functional Segmentation: Selecting the Relevant
Focuses of Analysis 325
The Fundamental Elements of the Definition
of a Functional Strategy 327
Functional Interactions and the Need for
Better Coordination across Functions 330
Functional Strategic Decisions and Performance
Measurements 331
A Methodology for the Development
of Functional Strategies 336
19 Human Resources Strategy 347
Strategic Decision Categories Linked to Human
Resources Management 348
Congruency of the Human Resources Management
Strategy 352
A Framework for Strategic Decision Making in Human
Resources Management: An Illustration 354
Contents XI
20 Technology Strategy 360
A Framework for the Development of Technology Strategy 360
Appendix: Masscalc—A High Performance Computer Company 373
21 Manufacturing Strategy 376
Manufacturing Strategic Performance Measures 376
Strategic Decision Categories in Manufacturing 378
Glossary 397
References 423
Index 431
Xli Contents
|
| any_adam_object | 1 |
| author | Hax, Arnoldo C. Majluf, Nicolas S. |
| author_facet | Hax, Arnoldo C. Majluf, Nicolas S. |
| author_role | aut aut |
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| building | Verbundindex |
| bvnumber | BV010973255 |
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| callnumber-label | HD30 |
| callnumber-raw | HD30.28.H3885 1996 |
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| callnumber-sort | HD 230.28 H3885 41996 |
| callnumber-subject | HD - Industries, Land Use, Labor |
| classification_rvk | QP 320 |
| ctrlnum | (OCoLC)33048231 (DE-599)BVBBV010973255 |
| dewey-full | 658.4/01220 658.4/012 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4/012 20 658.4/012 |
| dewey-search | 658.4/012 20 658.4/012 |
| dewey-sort | 3658.4 212 220 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 2. ed. |
| format | Book |
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| id | DE-604.BV010973255 |
| illustrated | Illustrated |
| indexdate | 2024-12-23T14:18:19Z |
| institution | BVB |
| isbn | 0134588940 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-007342568 |
| oclc_num | 33048231 |
| open_access_boolean | |
| owner | DE-1049 DE-N2 DE-1051 DE-898 DE-BY-UBR DE-521 DE-634 DE-83 DE-2070s DE-188 |
| owner_facet | DE-1049 DE-N2 DE-1051 DE-898 DE-BY-UBR DE-521 DE-634 DE-83 DE-2070s DE-188 |
| physical | XVI, 440 S. graph. Darst. |
| publishDate | 1996 |
| publishDateSearch | 1996 |
| publishDateSort | 1996 |
| publisher | Prentice Hall |
| record_format | marc |
| spellingShingle | Hax, Arnoldo C. Majluf, Nicolas S. The strategy concept and process a pragmatic approach Planificación estratégica Planification stratégique ram Strategische planning gtt Strategic planning Strategisches Management (DE-588)4124261-0 gnd |
| subject_GND | (DE-588)4124261-0 |
| title | The strategy concept and process a pragmatic approach |
| title_auth | The strategy concept and process a pragmatic approach |
| title_exact_search | The strategy concept and process a pragmatic approach |
| title_full | The strategy concept and process a pragmatic approach Arnoldo C. Hax ; Nicolas S. Majluf |
| title_fullStr | The strategy concept and process a pragmatic approach Arnoldo C. Hax ; Nicolas S. Majluf |
| title_full_unstemmed | The strategy concept and process a pragmatic approach Arnoldo C. Hax ; Nicolas S. Majluf |
| title_short | The strategy concept and process |
| title_sort | the strategy concept and process a pragmatic approach |
| title_sub | a pragmatic approach |
| topic | Planificación estratégica Planification stratégique ram Strategische planning gtt Strategic planning Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | Planificación estratégica Planification stratégique Strategische planning Strategic planning Strategisches Management |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=007342568&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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