Strategy for the corporate level : where to invest, what to cut back and how to grow organisations with multiple divisions /
A revised edition of the bestselling classic This book covers strategy for organisations that operate more than one business, a situation commonly referred to as group-level or corporate-level strategy. Corporate-level strategy addresses four types of decisions that only corporate-level managers can...
| Κύριος συγγραφέας: | |
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| Μορφή: | Ηλ. βιβλίο |
| Γλώσσα: | English |
| Έκδοση: |
Chichester, West Sussex, United Kingdom :
John Wiley & Sons, Ltd,
2014.
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| Θέματα: | |
| Διαθέσιμο Online: | Full Text via HEAL-Link |
Πίνακας περιεχομένων:
- Cover; Title page; Copyright page; Contents; Preface; Acknowledgements; PART I: Introduction and History; Chapter One: Strategy for the Corporate Level: Summary of the Main Messages; Blacklock; Portfolio strategy; Business logic; Added value logic; Capital markets logic; Management (or parenting) strategy; Chapter Two: Some History: From Boston Box to Three Logics that Drive Corporate Action; The professional management school; General management skills; The concept of strategy; Problems with resource allocation; The portfolio planning school; The growth share matrix.
- The GE or McKinsey matrixProblems with portfolio management; 1980s: Back to basics; Value-based planning; The synergy school; Stick to the knitting; Problems with synergy; The return of synergy; Core competences; The capital markets school; Towards a synthesis; Dominant logic and management style; Resource theory; Parenting advantage and adding value; Practitioners; International strategy; Conclusions; PART II: Portfolio Strategy: Where to Invest and What to Avoid; Chapter Three: How to Find Good Businesses and Avoid Bad Businesses; Market profitability; Competitive advantage.
- Weak businesses in attractive marketsStrong businesses in unattractive markets; Growth; Size; What to plot in the matrix; Chapter Four: How to Make Businesses More Successful; What is value?; The cost of corporate headquarters; The heartland matrix; Using the heartland matrix to guide strategy; Combining the heartland and business attractiveness matrices; Chapter Five: How to Buy Low and Sell High; Are there good reasons why capital markets might misprice this business?; The number of buyers and sellers; The characteristics of buyers and sellers.
- Differences in the information available to buyersDeal process; Do you have the superior insight and capabilities required to take advantage of any mispricing?; Does the financial analysis suggest that the level of mispricing is significant?; Fair value matrix; Using capital markets logic proactively; Chapter Six: Making Decisions about Where to Invest and What to Avoid; Decision making when logics conflict; You can add value but the business is unattractive; Attractive business where you do not add value; Attractive, heartland businesses which are overpriced.
- Unattractive businesses you own, where you are subtracting value, but which can only be sold at below NPVRunning the numbers; PART III: Ways of Adding and Subtracting Value from Corporate Headquarters; Chapter Seven: Ten Sources of Value from Direct Influence; People decisions; Strategies; Targets; Performance management; Policies and standards; Relationships; Technology or products; Expertise; Brand; Financial engineering; Vertical value mirages; When added value is real; Chapter Eight: Nine Sources of Value from Coordinating across Business Divisions; One face to the customer; Cross-selling.
