Corporate strategy development via numerical situation analysis

2014 ◽  
Vol 21 (4) ◽  
pp. 619-633 ◽  
Author(s):  
Alan Davies ◽  
Elwyn John ◽  
Andrew Thomas
Keyword(s):  
Corporate Strategy ◽  
Planning Process ◽  
Senior Management ◽  
Strategy Development ◽  
Design Development ◽  
Situation Analysis ◽  
Content Type ◽  
Manufacturing Company ◽  
Strategic Options ◽  
Over Time

Purpose – Using the numerical situation analysis (NSA) technique in the development of corporate strategy provides senior managers with a suitable methodology for the creation of alternative strategic options. Subsequently, it may be used to evaluate those options for possible selection and implementation by the company concerned. In addition, the technique provides a graphic temporal point description of an organisation's strategic situation. Consequently, the aim of this paper is to outline the technique of NSA via a hypothetical example and thereby illustrate its use in practice. Design/methodology/approach – By using a paradigm approach, the paper indicates the correct application of the NSA technique as a means of defining and evaluating alternative strategic options within a manufacturing company. As proposed, the methodology also permits several graphic illustrations of the strategic situation to be drawn, along with a scheme for monitoring the effectiveness of an adopted strategy. Findings – The evolution of the suggested NSA technique and its application to the formulation of strategic options for a manufacturing company are outlined in the paper. In practice, its application in four differing industries has resulted in some caveats regarding its use, and to some provisional conclusions being drawn in respect of its usefulness to senior management. These are recorded in the concluding section of the paper. Research limitations/implications – The design, development and application of NSA proposed in this paper together with the experience of its implementation and use, in practice, highlight a potentially useful extension to existing methods of strategy formulation. The methodology offers senior management a technique, whereby alternative strategic options may be defined and evaluated for possible adoption along with diagrammatic illustrations of an organisation's strategic situation. In addition, the approach allows a selected strategy to be monitored over time for effectiveness, thus providing an early warning mechanism in respect of strategic inutility. Originality/value – The paper contributes to the existing knowledge based on strategy development, evaluation and selection. It also provides a mechanism for monitoring a selected strategy for effectiveness over time and a structured framework for senior management to undertake the strategic planning process. It may when used in practice achieve an improved level of strategic understanding on the part of senior management and thereby stimulate improved corporate performance.

Lessons learned in intellectual capital management in Germany between 2000 and 2020 – History, applications, outlook

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Manfred Bornemann ◽  
Kay Alwert ◽  
Markus Will
Keyword(s):  
Development Strategy ◽  
Intellectual Capital ◽  
Business Models ◽  
Business Processes ◽  
Lessons Learned ◽  
Strategy Development ◽  
Management Approach ◽  
Content Type ◽  
Over Time ◽  
Made In

PurposeThis article reports on the background, the conceptual ideas and the lessons learned from over more than 20 years of IC Statements and Management with a country focus on Germany and some international developments. It calls for an integrated management approach for IC and offers case study evidence on how to accomplish this quest.Design/methodology/approachReport on the German initiative “Intellectual Capital Statement made in Germany” (ICS m.i.G.). A brief review of the literature describes the background and theoretical foundation of the German IC method. A short description of the method is followed by four detailed case studies to illustrate long-term impact of IC management in very different organizations. A discussion of Lessons Learned from more than 200 implementations and an outlook on current and future developments finalizes the article.FindingsIC Statements made in Germany (ICS m.i.G.) was successful in providing a framework to systematically identify IC, evaluate the status quo of IC relative to the strategic requirements, visualize interdependencies of IC, business processes and business results as well as to connect IC reporting with internal management routines and external communication. However, ICS is not an insulated method but delivers the maximum benefit when integrated with strategy development, strategy implementation, business process optimization accompanied by change management routines. Strong ties to human resource management, information technology departments, quality management, research and development teams as well as business operations as the core of an organization help to yield the most for ICS m.i.G. Over time, the focus of managing IC changes and maturity leads to deutero learning.Practical implicationsICS m.i.G. proved easy to apply, cost efficient for SMEs, larger corporations and networks. It helps to better accomplish their objectives and to adjust their business models. The guidelines in German and English as well as a software application released were downloaded more than 100,000 times. A certification process based on a three-tier training module is available and was successfully completed by more than 400 practitioners. ICS m.i.G. is supporting current standards of knowledge management, such as ISO 9001, ISO 30401 or DIN SPEC PAS 91443 and therefore will most likely have a continuing impact on knowledge-based value creation.Originality/valueThis paper reports lessons learned from the country-wide IC initiative in Germany over the last 20 years initiated and supported by the authors. Several elements of the method have been published over time, but so far no comprehensive view on Lessons Learned had been published.

Zayed Al Hussaini Group: the road ahead for the family business in the UAE

2014 ◽  
Vol 4 (1) ◽  
pp. 1-14 ◽  
Author(s):  
Anam Shahid ◽  
Virginia Bodolica ◽  
Martin Spraggon
Keyword(s):  
United Arab Emirates ◽  
Family Business ◽  
Corporate Strategy ◽  
Family Businesses ◽  
Entire Group ◽  
List Type ◽  
Content Type ◽  
Theoretical Concepts ◽  
The Family ◽  
Over Time

Subject areaCorporate strategy and family business management.Study level/applicabilityThe case is designed for usage in senior-level undergraduate courses of strategic management and managing family businesses.Case overviewThis case study relates the story of the launch and development of Zayed Al Hussaini Group, a family business in the United Arab Emirates (UAE). The business had been established a year after the unionization of the different Emirates by the founder, Zayed Al Hussaini, in partnership with his brother. Following a series of strategic moves, such as acquisitions and divestures, and adverse family-related events, the Group was led solely by the founder himself. Over the years, Zayed Al Hussaini Group has grown to become a successful family business in various industries of its operation, but following the death of the founder's son, the company activities have been struck with chaos. Zayed's nephew, Ahmed, who had left the family business to continue his studies and work at McKinsey & Company in London, has been called back home after eight years to take the lead of the entire Group. However, he is faced with several challenges, such as dealing with the family gap he has developed over time and balancing family and business priorities. Will Ahmed be able to make the right decisions in the role and responsibilities that have been bestowed upon him?Expected learning outcomesTo analyse the process of launching a family business and making strategic decisions for managing its development over time.To assess the potential difficulties and challenges which are associated with managing a family-run organization.To evaluate the effectiveness of decisions with regards to the company's growth and succession management planning.To apply relevant theoretical concepts to the analysis of complex situations in the specific context of family businesses.Supplementary materialsTeaching notes are available for educators only. Please contact your library to gain login details or [email protected] request teaching notes.

Strategic budgeting instead of strategic planning

2014 ◽  
Vol 27 (2) ◽  
pp. 49-53 ◽  
Author(s):  
Terrance Luther Cottrell
Keyword(s):  
Strategic Planning ◽  
Design Methodology ◽  
Planning Process ◽  
Strategy Development ◽  
Content Type ◽  
Strategic Planning Process ◽  
Transitional Process ◽  
Library Staff

Purpose – This article aims to explain why sometimes separating strategic budgeting from strategic planning can be advantageous for library staff as a means of reshaping debate about operations. Strategic planning is a popular concern for library leaders of all types. Budgeting is commonly a component of the strategic planning process. Design/methodology/approach – When, why and how to begin strategic budgeting conversations are explained with detail given toward seven specific goals appropriate for budgeting discussions above and beyond common strategic operational matters related to services, collections and/or facilities. Findings – Consultant intervention, and restructuring periods, are clear times to introduce the concept of strategic budgeting to library staff. Fundamentally, however, immediate implementation of fiscal strategy development is recommended for a smooth and effective transitional process to take shape. Originality/value – Budgeting does not have to a piece of overall strategic planning. Depending on the need or the focus of the organization, forsaking strategic planning in favor of strategic budgeting can be a superior program for the advancement of library initiatives.

Corporate strategy development and related management development: the case for the incremental approach, part 2 – implications for learning and development

2006 ◽  
Vol 38 (7) ◽  
pp. 354-359 ◽  
Author(s):  
W. David Rees ◽  
Christine Porter
Keyword(s):  
Corporate Strategy ◽  
Management Development ◽  
Strategy Development ◽  
Learning And Development ◽  
Content Type ◽  
Incremental Development ◽  
Management Learning ◽  
Incremental Approach ◽  
Client Group ◽  
The Uk

PurposeTo examine the case for the incremental development of corporate strategy and the implications for management learning and development.Design/methodology/approachThe authors use their background in consultancy and management development in the UK and abroad to examine the potential dangers of comprehensive innovations in corporate strategy and the potential benefits of an incremental approach. In Part 2 of the article they rely on their academic experience in a wide variety of institutions in the UK and abroad to consider the related issues of management learning and development.FindingsThe two main dangers with the development of a comprehensive corporate strategy were explained in Part 1 of this article. Sometimes the narrowness of the consideration of corporate issues may be replicated in taught programmes in business schools where the human factors in particular may not be given sufficient attention. A broad based consideration of corporate strategy may create a greater emphasis on the incremental approach. A related issue is that there may be a mismatch between the needs of the client group on taught programmes and syllabus coverage, particularly because of the perceived branding value of the term “strategy”.Research limitations/implicationsThe authors have relied partly on case study examples to make their case for a greater emphasis on the incremental development of corporate strategy and related academic coverage of the subject. Their main thesis is that if the process whereby strategy is developed is deficient, then the results may well be counter‐productive. One of the ways to try and prevent this is to ensure that related learning and development is appropriate.Originality/valueThe two part article is a necessary examination of the dangers of corporate strategy development that is based on too narrow a range of functions and disciplines. The same limitations can be replicated in academic coverage of the area. The article is meant to engender a necessary scepticism about the way corporate strategy can be realistically developed and covered academically. Constructive advice is also given about broad based strategy development and related management learning and development.

Abrau-Durso: reviving the 140-year-old Russian wine brand

2020 ◽  
Vol 10 (2) ◽  
pp. 1-23
Author(s):  
Andrey Shapenko ◽  
Sergey Martynov
Keyword(s):  
Learning Outcomes ◽  
Corporate Strategy ◽  
Emerging Market ◽  
Strategy Development ◽  
Sparkling Wine ◽  
Content Type ◽  
Old Russian ◽  
Academic Level ◽  
Russian Economy ◽  
The Board Of Directors

Learning outcomes The learning outcomes of this study are as follows: investigate a story of growth in a volatile emerging market environment; and discuss strategy development in a stagnating, highly competitive market. Case overview/synopsis In October 2017, Pavel Titov, the owner and Chairman of the Board of Directors of Abrau-Durso Group, assigned a large international consulting firm to assist him in the development of a new corporate strategy. It was 11 years since the Titov family had taken over the then-struggling iconic sparkling wine manufacturer. The Titovs invested heavily into the enterprise with the dream of reviving the century-old brand, and turned the company around: in 2017, Abrau-Durso was the No. 1 sparkling wine brand in the Russian market. However, the shareholders wanted the company to grow further and believed that it was possible to generate more value. How could the company continue growing and increase its value at a time when the wine market was stagnating and the Russian economy was going through a rough period? Complexity academic level Masters level (MBA, Executive MBA). Supplementary materials Teaching Notes are available for educators only. Subject code CSS: 11: Strategy.

Enhancing visualisation to communicate and execute strategy

2014 ◽  
Vol 7 (2) ◽  
pp. 109-126 ◽  
Author(s):  
Kristy de Salas ◽  
Craig Huxley
Keyword(s):  
Corporate Strategy ◽  
Strategy Development ◽  
Business Success ◽  
Strategy Execution ◽  
Content Type ◽  
Strategic Objectives ◽  
Process Maps ◽  
Development Methodology ◽  
Holistic Understanding ◽  
Strategic Goals

Purpose – Developing an organisational, business, or corporate strategy is an important process which sets the direction and the scope for the business, over a period of time. While any organisation can create their own strategy, not all strategies are well executed and lead to business success. What is required is a process that provides a holistic understanding of an organisational strategy, and clear links between the elements of the strategy and the organisational processes that will be central to its execution. The paper aims to discuss these issues. Design/methodology/approach – This paper describes three case studies of medium-sized organisations that were the research context in which the methodology for developing and representing Strategy-to-Process Maps was developed and iteratively refined. Findings – Each of these three case organisations had identified a need to better understand their strategic objectives by a stronger visual representation of the components of their strategy, as well as a need to identify how their daily operational tasks contributed to, or distracted from, the achievement of their strategic goals. These cases assisted in the creation of a method of both facilitating better understanding of strategy through visualisation, and better execution through linking strategy to process. This methodology resulted in the employees of these organisations gaining a much stronger understanding of the strategic directions of the organisation and improved the three elements of effective strategy execution: visibility; leverage and responsiveness. Originality/value – Strategy-to-Process Maps provide a new way in which organisations can communicate without reliance on any specific strategy development methodology; and can execute their strategy more effectively by linking it closely with organisational processes.

An exploration of organizational readiness factors for Quality 4.0: an intercontinental study and future research directions

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jiju Antony ◽  
Michael Sony ◽  
Olivia McDermott ◽  
Raja Jayaraman ◽  
David Flynn
Keyword(s):  
Quality Management ◽  
Corporate Strategy ◽  
Organizational Readiness ◽  
Senior Management ◽  
Link Quality ◽  
Future Research ◽  
Successful Implementation ◽  
Content Type ◽  
Service Companies ◽  
Management Professionals

Purpose Quality 4.0 incorporates the role of automation and digitization and provides competitive advantage for organizations by enhancing customer experience and increase profitability. The purpose of this study is to critically examine the organizational readiness factors for the successful implementation of Quality 4.0 implementation and assess their importance.Design/methodology/approach This study applies a quantitative research methodology to examine readiness factors of Quality 4.0 in organizations by 147 senior management professionals in various organizations including manufacturing and service companies in America, Asia and Europe participated through an online survey.FindingsThe readiness factors for Quality 4.0 were critically ranked amongst manufacturing and service organizations by senior management professionals from three continents. Five significant reasons for non-adoption of Quality 4.0 were lack of resources, inability to link Quality 4.0 with the corporate strategy and objectives, lack of understanding of benefits, high initial investment and the current quality management strategy and methods are already delivering good results hence unsure of the need for Quality 4.0. The handling of big data in quality management was the most important factor for adopting Quality 4.0, irrespective of the size and nature of the organization. More accuracy and less errors and improved decision-making the factors of adopting Quality 4.0 in service sector were not significant for manufacturing sector. Small and medium-sized enterprises (SMEs) reported that costs and time savings over the long run were not so significant.Practical implications This study is focussed on the significance of pros and cons of adopting Quality 4.0 in organizations. Senior managers in both large and SMEs can benefit immensely from understanding before investing heavily towards implementing Quality 4.0. The importance of identified organizational readiness factors for the successful adoption of Quality 4.0 can be used as indicators to understand how ready an organization is to implement Quality 4.0. The top three readiness factors for the successful adoption of Quality 4.0 were identified as: top management commitment, leadership and organizational culture. Improved understanding of the readiness factors can be highly beneficial to senior quality professionals in both manufacturing and service companies in the journey towards successful implementation of Quality 4.0.Originality/value This is the first empirical study on assessing Quality 4.0 readiness factors at an intercontinental level and therefore serves as a foundation for many future studies. The study provides a theoretical foundation for the Quality 4.0 in terms of organizational readiness for successful adoption and overcoming implementation challenges. During the planning, implementation and progress review of Quality 4.0, review the readiness factors while planning and resourcing a Quality 4.0 implementation strategy to ensure effective performance.

M&A deal-making: Disney, Marvel and the value of “hidden assets”

2019 ◽  
Vol 47 (3) ◽  
pp. 34-39
Author(s):  
Joseph Calandro Jr.
Keyword(s):  
Design Methodology ◽  
Corporate Strategy ◽  
Financial Analysis ◽  
Content Type ◽  
Analysis Strategy ◽  
Value Realization ◽  
Deal Making ◽  
Practical Implications ◽  
Over Time

Purpose This paper discusses the concept of hidden assets in the context of Disney’s 2009 acquisition of the Marvel Entertainment Group (Marvel), and its value realization activities post-acquisition. Design/methodology/approach The paper presents a hidden assets-based value realization analysis of the 2009 acquisition of Marvel by Disney. It draws on a previously published case study of that acquisition as well as further research conducted by the author. Findings The Disney-Marvel acquisition supports the view that hidden assets-based analysis can be a powerful M&A tool and an equally powerful value realization tool when managed strategically over time. Practical implications The Disney acquisition of Marvel is a dramatic example of how knowledge of hidden assets can be used to do a deal in a competitive marketplace and how the disciplined management of those assets over time can realize a “blue ocean” of value post-acquisition. Originality/value This is the first paper we are aware that evaluates the hidden assets of the Disney-Marvel acquisition. It follows another paper that evaluated the acquisition (Joseph Calandro, Jr., “Disney’s Marvel Acquisition: A Strategic Financial Analysis,” Strategy & Leadership, Vol. 38, No. 2 (2010), pp. 42-51), which followed a paper that evaluated Marvel’s 1996 bankruptcy filing (Joseph Calandro, Jr., “Distressed M&A and Corporate Strategy: Lessons from Marvel Entertainment Group’s Bankruptcy,” Strategy & Leadership, Vol. 37, No. 4 (2009), pp. 23-32).

Residents’ perception towards tourism impacts in Kashmir

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Asif Hamid Charag ◽  
Asif Iqbal Fazili ◽  
Irfan Bashir
Keyword(s):  
Planning Process ◽  
Economic Impacts ◽  
Tourism Development ◽  
Policy Framework ◽  
Social Implications ◽  
Cultural Economic ◽  
Tourism Impacts ◽  
Content Type ◽  
City Tourism ◽  
Significant Difference

Purpose The purpose of this study is to understand the residents’ perception towards environmental, social, cultural and economic impacts of tourism development in Kashmir. Design/methodology/approach The research instrument containing 27 items pertaining to six variables is adopted from the literature. A mix-method survey approach is used to solicit residents’ perceptions regarding environmental, social, cultural and economic impacts of the current level of tourism development. A total of 326 useful responses were subjected to descriptive statistics, analysis of variance (ANOVA) and post hoc analysis using SPSS (Version 22.0). Findings In general, the negative and positive impacts of tourism development are well perceived by the residents. The results indicate that the residents display positive perception regarding economic impacts, however, social and environmental impacts are negatively perceived. Furthermore, barring level of education, the study found no significant difference in the residents’ perception towards tourism impacts (environmental, social, cultural, economic, quality of life and cost of living). Research limitations/implications The paper identifies perceived impacts and issues of tourism development thereby, proposing possible mitigating measures. Also, the study identifies the need to develop a comprehensive policy framework addressing the issues related to the resident’s negative feelings towards tourism impacts. Further, the study envisages the need for engaging residents in developing a progressive and participatory planning process for future tourism activities in the area. Social implications The study offers critical social implications for city tourism development. It suggests a community-based approach should be adopted to sensitize residents about the positive benefits of tourism. Originality/value The study is a novel attempt concerning residents’ residents perceptual differences towards tourism impacts. Furthermore, this study investigated socio-cultural impacts of tourism under two separate categories for better understanding. in doing so, this study provides finer understanding of perception of residents towards tourism impacts in Indian context. The findings of the study will prove critical for different stakeholders in developing future tourism framework and policies in the region.

scholarly journals Rough diamonds in emerging markets: legacy, competitiveness, and sustained high performance

2019 ◽  
Vol 26 (3) ◽  
pp. 363-386
Author(s):  
Seung Ho Park ◽  
Gerardo R. Ungson
Keyword(s):  
Human Capital ◽  
Emerging Markets ◽  
High Performance ◽  
Core Competencies ◽  
Market Potential ◽  
Government Support ◽  
Screening Tests ◽  
Institutional Voids ◽  
Content Type ◽  
Over Time

Purpose The purpose of this paper is to uncover the underlying drivers of sustained high performing companies based on a field study of 127 companies in Brazilian, Russian, Indian and Chinese (BRIC) and Association of Southeast Asian Nations (ASEAN) emerging markets. Understanding these companies provides a complementary way of appraising the growth, development and transformation of emerging markets. The authors synthesize the findings in an overarching framework that covers six strategies for building and sustaining legacy that leads to the succession of intergenerational wealth over time: overcoming institutional voids, inclusive markets, deepening localization, nurturing government support, building core competencies and harnessing human capital. The authors relate these strategies to different levels of development using Prahalad and Hart’s BOP framework. Design/methodology/approach This study examines the underlying drivers of sustained high-performance companies based on field studies from an initial set of 105,260 BRIC companies and close to 500 companies in ASEAN. The methods employed four screening tests to arrive at a selection of the highest-performing firms: 70 firms in the BRIC nations and 58 firms from ASEAN. Following the selection, the authors constructed cases using primary interviews and secondary data, with the assistance of Ernst & Young and with academic colleagues in Manila. These studies were originally conducted in two separate time periods and reported accordingly. This paper synthesizes the findings of these two studies to arrive at an extended integrative framework. Findings From the cases, the authors examine six strategies for building and sustaining legacy that lead to high performance over time: overcoming institutional voids, creating inclusive markets, deepening localization, nurturing government support, building core competencies and harnessing human capital. To address the evolving state of institutional voids in these countries, the authors employ similar methods to hypothesize the placement of these strategies in the context of the world economic pyramid, initially formulated as the “bottom of the pyramid” framework. Originality/value This paper synthesizes and extends the authors’ previous works by proposing the concept of legacy to describe the emergence and succession of local exemplary firms in emerging markets. This study aims to complement extant measures of nation-growth based primarily on GDP. The paper also extends the literature on institutional voids in shifting the focus from the mix of voids to their evolving state. Altogether, the paper provides a complementary narrative on assessing the market potential of emerging markets by adopting several categories of performance.

Sign in / Sign up

Export Citation Format

Share Document