Sumaary strategy an international perspective
Title: Strategy, Process, Content, Context, an international perspective
Authors: Bob de wit en Ron Meyer
Chapter 6,7,8 and 11 (each chapter also contains two readings)
Chapter 6 Corporate level strategy 2
Corporate composition 2
Corporate management 2
The paradox of responsiveness and synergy 3
Perspectives on corporate level strategy 4
Reading 6.1 strategy and the business portfolio 5
Chapter 7 Network level strategy 9
The paradox of competition and cooperation 11
Perspectives on network level strategy 11
Reading 7.1 Collaborate with your competitors-and win 12
Reading 7.2 Creating a strategic center to manage a web of partners 13
Network level strategy in international perspective 14
Chapter 8 The industry context 15
The paradox of compliance and choice 16
Perspectives on the industry context 16
Reading 8.1 Industry evolution 17
Reading 8.2 The firm matters, not the industry 18
The role of the industry in determining profitability 18
Old views 18
Market share and profitability 19
Old views 19
Large market share brings lower costs and higher prices and so yields greater profits 19
Small-share firms cannot challenge leaders 19
The dynamics of competing in traditional industries 19
Old views 19
Competition is based on firms following well-defined traditional (or generic) approaches to the market 19
The industry context in international perspective 19
Chapter 11 Organizational purpose 20
The paradox of profitability and responsibility 22
Perspectives on organizational purpose 22
Reading 11.1 Shareholder value and corporate purpose 23
Reading 11.2 Stockholders and stakeholders:A new perspective on corporate governance 24
Chapter 6 Corporate level strategy
Firms have a lot of growth options, while staying within the boundaries of a single business or broaden their scope even further through venturing into other lines of business and becoming multi-business corporations.
Vertical integration: when a firm enters other
Authors: Bob de wit en Ron Meyer
Chapter 6,7,8 and 11 (each chapter also contains two readings)
Chapter 6 Corporate level strategy 2
Corporate composition 2
Corporate management 2
The paradox of responsiveness and synergy 3
Perspectives on corporate level strategy 4
Reading 6.1 strategy and the business portfolio 5
Chapter 7 Network level strategy 9
The paradox of competition and cooperation 11
Perspectives on network level strategy 11
Reading 7.1 Collaborate with your competitors-and win 12
Reading 7.2 Creating a strategic center to manage a web of partners 13
Network level strategy in international perspective 14
Chapter 8 The industry context 15
The paradox of compliance and choice 16
Perspectives on the industry context 16
Reading 8.1 Industry evolution 17
Reading 8.2 The firm matters, not the industry 18
The role of the industry in determining profitability 18
Old views 18
Market share and profitability 19
Old views 19
Large market share brings lower costs and higher prices and so yields greater profits 19
Small-share firms cannot challenge leaders 19
The dynamics of competing in traditional industries 19
Old views 19
Competition is based on firms following well-defined traditional (or generic) approaches to the market 19
The industry context in international perspective 19
Chapter 11 Organizational purpose 20
The paradox of profitability and responsibility 22
Perspectives on organizational purpose 22
Reading 11.1 Shareholder value and corporate purpose 23
Reading 11.2 Stockholders and stakeholders:A new perspective on corporate governance 24
Chapter 6 Corporate level strategy
Firms have a lot of growth options, while staying within the boundaries of a single business or broaden their scope even further through venturing into other lines of business and becoming multi-business corporations.
Vertical integration: when a firm enters other