Grünig / Kühn Process-based Strategic Planning

6th Auflage 2011
ISBN: 978-3-642-16715-7
Verlag: Springer
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 358 Seiten

A completely revised and updated version of this book was published in 2015 under the title 'The Strategy Planning Process'.
A company's strategies define its future direction, specifying not only target market positions for many years to come, but also the key competitive advantages both at the level of market offers and of resources. Developing future strategies is an important and complex task, which is the core issue in this book. After a short introduction to strategic planning, a heuristic process for determining future strategies is presented. This process is divided into eight steps, and for each of these steps, detailed recommendations for problem-solving are provided and illustrated through many concrete examples. The new edition is improved.                

Univ.-Prof. Dr. rer. pol. Rudolf Grünig is full time Professor of Business Administration and Lecturer in Strategic Management in various postgraduate programs at the University of Fribourg, Switzerland. Professor Dr. Richard Kühn was Ordinarius of Business Administration and Director of the Institute of Marketing and Management at the University of Berne until 2004. Since fall 2004 he is Emeritus, adviser/consultant, member in boards of various Swiss companies. He is author of numerous textbooks and articles in the fields of Marketing and Management.         

Autoren/Hrsg.

Grünig, Rudolf

Kühn, Richard

Weitere Mitwirkende

Clark, Anthony

Inhaltsverzeichnis

1;Preface;6
2;Brief contents;8
3;Contents;10
4;List of figures;18
5;List of insets;24
6;Introduction;26
7;Part I Idea of strategic planning;30
7.1;1 Strategies, strategic planning and success potentials;31
7.1.1;1.1 Strategies;31
7.1.2;1.2 Strategic planning;32
7.1.3;1.3 Building success potentials as main purpose of strategic planning;32
7.2;2 Development of strategic planning;38
7.2.1;2.1 Four phases in the development of strategic planning;38
7.2.2;2.2 Role of strategic planning within strategic management;41
7.3;3 Assessment of strategies;45
7.3.1;3.1 Basic reflections on the assessment of strategies;45
7.3.2;3.2 Model for the assessment of strategies;46
8;Part II Process of strategic planning and resulting documents;51
8.1;4 Strategic documents as the result of strategic planning;52
8.1.1;4.1 Basic types of strategic documents;52
8.1.2;4.2 Combinations of strategic documents for specific companies;56
8.2;5 Process of strategic planning;65
8.2.1;5.1 Need for a systematic process of strategic planning;65
8.2.2;5.2 Overview of the process of strategic planning;66
8.2.3;5.3 Brief note on the steps of the process;70
8.2.4;5.4 Strategic planning process of an electricity provider;74
8.2.5;5.5 Adapting the process of strategic planning;80
8.3;6 Strategic analysis and planning toolbox;85
8.3.1;6.1 Important tools of strategic analysis and planning;85
8.3.2;6.2 Allocating the tools to three fields of analysis and to the steps in the planning process;87
9;Part III Project planning, analysis and mission statement revision;92
9.1;7 Strategy project planning;94
9.1.1;7.1 Why strategic planning should be seen as a project;94
9.1.2;7.2 Sub-tasks of strategy project planning;95
9.1.2.1;7.2.1 Overview;95
9.1.2.2;7.2.2 Determining the scope;95
9.1.2.3;7.2.3 Determining the objectives and boundary conditions;96
9.1.2.4;7.2.4 Deciding whether to hire a consultant;98
9.1.2.5;7.2.5 Fixing the project organization;99
9.1.2.6;7.2.6 Fixing the process and the milestones;102
9.1.2.7;7.2.7 Budgeting the cost;102
9.2;8 Strategic analysis;105
9.2.1;8.1 Need for analysis before strategies are developed;105
9.2.2;8.2 Content and conclusions of analysis;106
9.2.3;8.3 Description of the applied methods;109
9.2.3.1;8.3.1 Choice of the methods applied in analysis;109
9.2.3.2;8.3.2 Global environmental analysis;110
9.2.3.3;8.3.3 Description of the market system;111
9.2.3.4;8.3.4 Identification of success factors;113
9.2.3.5;8.3.5 Analysis of strengths and weaknesses;116
9.2.3.6;8.3.6 Stakeholder value analysis;117
9.2.4;8.4 Process of strategic analysis;120
9.2.4.1;8.4.1 Overview;120
9.2.4.2;8.4.2 Determining the preconditions for analysis;120
9.2.4.3;8.4.3 Carrying out the analysis;125
9.3;9 Revision or production of the mission statement;128
9.3.1;9.1 Nature, effects and content of mission statements;128
9.3.2;9.2 Process of revising or producing the mission statement;131
9.3.2.1;9.2.1 Overview;131
9.3.2.2;9.2.2 Steps of revising or producing the mission statement;133
10;Part IV Developing the corporate strategy;135
10.1;10 Defining the strategic businesses;138
10.1.1;10.1 Strategic business as a three dimensional construct;138
10.1.2;10.2 Two types of strategic business;140
10.1.3;10.3 Constellations of strategic business fields and strategic business units;145
10.1.4;10.4 Defining strategic businesses;147
10.2;11 Assessing relevant industries with the help of competitive intensity models;155
10.2.1;11.1 Basic reflections on the assessment of competitive intensity;155
10.2.2;11.2 Analyzing industry structure with the Five Forces model;157
10.2.2.1;11.2.1 Basic concept;157
10.2.2.2;11.2.2 Areas of application;159
10.2.2.3;11.2.3 Procedure;159
10.2.3;11.3 Analyzing structures within industries with the Strategic Groups model;167
10.2.3.1;11.3.1 Basic concept;167
10.2.3.2;11.3.2 Areas of application;168
10.2.3.3;11.3.3 Procedure;169
10.3;12 Setting up and assessing the portfolio of businesses;175
10.3.1;12.1 Basis of portfolio methods;175
10.3.2;12.2 Market growth - market share portfolio;177
10.3.2.1;12.2.1 Portfolio matrix;177
10.3.2.2;12.2.2 Norm strategies;181
10.3.2.3;12.2.3 Recommendations for the portfolio as a whole;182
10.3.3;12.3 Industry attractiveness - competitive strength portfolio;183
10.3.3.1;12.3.1 Portfolio matrix;183
10.3.3.2;12.3.2 Norm strategies and recommendations for the portfolio asa whole;191
10.3.4;12.4 Portfolio analysis and planning process;192
10.3.4.1;12.4.1 Overview of the process;192
10.3.4.2;12.4.2 Preliminary methodological decisions;193
10.3.4.3;12.4.3 Description of the current portfolio;194
10.3.4.4;12.4.4 Predicting changes in real market growth or industry attractiveness;194
10.3.4.5;12.4.5 Assessment of the current portfolio;195
10.3.4.6;12.4.6 Planning the target portfolio;195
10.3.4.7;12.4.7 Portfolio analysis and planning in a retail group;196
10.4;13 Corporate strategy development process;202
10.4.1;13.1 Overview;202
10.4.2;13.2 Defining the strategic businesses;204
10.4.3;13.3 Describing the current corporate strategy and forecasting developments relevant to its assessment;205
10.4.4;13.4 Assessing the current corporate strategy;212
10.4.5;13.5 Developing and assessing options for future corporate strategy;213
10.4.5.1;13.5.1 Developing options;213
10.4.5.2;13.5.2 Formulating the general intention;216
10.4.5.3;13.5.3 Determining the future businesses and their targets;220
10.4.5.4;13.5.4 Determining the way to construct, develop or divest businesses;224
10.4.5.5;13.5.5 Assessing the options and formulating the provisional corporate strategy;228
11;Part V Developing the business strategies;230
11.1;14 Generic business strategies;233
11.1.1;14.1 Basic reflections on the generic business strategies;233
11.1.2;14.2 Overview of the generic business strategies;233
11.1.3;14.3 Broad scope price strategy;237
11.1.4;14.4 Broad scope differentiation strategy;239
11.1.5;14.5 Niche focus strategies;240
11.1.5.1;14.5.1 A niche as a specific form of industry segment;240
11.1.5.2;14.5.2 Identification and assessment of niches with the help of industry segment analysis;242
11.1.5.3;14.5.3 Requirements for niches;244
11.1.6;14.6 Success conditions and risks of the generic business strategies;247
11.1.6.1;14.6.1 Success conditions of the generic business strategies;247
11.1.6.2;14.6.2 Risks of the generic business strategies;250
11.1.7;14.7 Transitional strategies and strategy alternation;252
11.1.7.1;14.7.1 Basic reflections on transitional strategies and strategy alternation;252
11.1.7.2;14.7.2 Transitional strategies;253
11.1.7.3;14.7.3 Strategy alternation;256
11.2;15 Specifying business strategies at the level of the offer;259
11.2.1;15.1 Basic reflections on specifying business strategies at the level of the offer;259
11.2.2;15.2 Specifying the offer for a price strategy;259
11.2.2.1;15.2.1 Three areas of specification;259
11.2.2.2;15.2.2 Specifying the products and services;260
11.2.2.3;15.2.3 Specifying the mix of products and services;260
11.2.2.4;15.2.4 Specifying the pricing;262
11.2.3;15.3 Specifying the offer for a differentiation strategy;263
11.2.3.1;15.3.1 Importance of a clear view of the served industry segments and of the main competitors;263
11.2.3.2;15.3.2 Strategic positioning of the offer;264
11.2.3.3;15.3.3 Ideas for the strategic positioning of the offer;266
11.2.4;15.4 Identification of success factors and analysis of strengths and weaknesses as basis for specifying the offer;273
11.3;16 Specifying business strategies at the level of resources;277
11.3.1;16.1 Basic reflections on specifying business strategies at the level of resources;277
11.3.2;16.2 Understanding resources;278
11.3.3;16.3 Valuable resources;279
11.3.4;16.4 Determining which resources to build or maintain;282
11.3.4.1;16.4.1 Overview;282
11.3.4.2;16.4.2 Identifying the resources creating customer value;283
11.3.4.3;16.4.3 Determining which of the resources creating customer value are rare;289
11.3.4.4;16.4.4 Assessing sustainability of the resources creating customer value and found to be rare;290
11.4;17 Business strategy development process;291
11.4.1;17.1 Overview;291
11.4.2;17.2 Describing and assessing the current business strategy;293
11.4.3;17.3 Determining and assessing options for the future generic business strategy and the target industry segments;294
11.4.4;17.4 Determining the future competitive advantages;295
11.4.4.1;17.4.1 Network of success potentials as an approach to developing the future competitive advantages;295
11.4.4.2;17.4.2 Basic possibilities for competitive advantages;302
11.4.4.3;17.4.3 Criteria for assessing the future competitive advantages;303
11.4.5;17.5 Developing the business strategy of a watch manufacturer;305
12;Part VI Implementing, assessing and approving the strategies;311
12.1;18 Defining the implementation;313
12.1.1;18.1 Basic reflections on implementing strategies;313
12.1.2;18.2 Types of strategic program;318
12.1.3;18.3 Process of defining the implementation;321
12.1.3.1;18.3.1 Overview;321
12.1.3.2;18.3.2 Steps of defining the implementation;322
12.2;19 Final assessment of strategies and implementation;327
12.2.1;19.1 Need for a final assessment;327
12.2.2;19.2 Assessment criteria;327
12.2.2.1;19.2.1 Overview;327
12.2.2.2;19.2.2 Assessment of the overall value of strategies;327
12.2.2.3;19.2.3 Assessment with the remaining sets of criteria;333
12.2.3;19.3 Process of final assessment of strategies and implementation;338
12.2.3.1;19.3.1 Overview;338
12.2.3.2;19.3.2 Steps of final assessment of strategies and implementation;338
12.3;20 Formulating and approving the strategic documents;341
12.3.1;20.1 Basic reflections on strategic documents;341
12.3.2;20.2 Process of formulating and approving the strategic documents;341
12.3.2.1;20.2.1 Overview;341
12.3.2.2;20.2.2 Steps of formulating and approving the strategic documents;341
13;Final remarks;347
14;Glossary;348
15;Index;357
16;Bibliography;362