Foundations of Corporate Success

How Business Strategies Add Value
Erscheinungsjahr 1993
ISBN: 978-0-19-828781-0
Verlag: OUP Oxford

Buch, Englisch, 434 Seiten, Format (B × H): 157 mm x 235 mm, Gewicht: 854 g

How did BMW recover from the verge of bankruptcy to become one of Europe's strongest companies? Why did Saatchi and Saatchi's global strategy bring the company to its knees? Why has Philips' outstanding record in innovation not been translated into success in the market? What can be learned from the marriage contract about the conduct of commercial negotiations?

Drawing on his own business experience and concepts in economics, legal theory, and sociology, John Kay presents a fresh approach to questions of business strategy. He rejects the military analogy that underpins much strategic thinking, in which success depends on size and share, on vision and leadership, on shifting patterns of mergers and alliances.

Kay argues that outstanding businesses derive their strength from a distinctive structure of relationships with employees, customers, and suppliers, and explains why continuity and stability in these relationships is essential for a flexible and co-operative response to change. By integrating organizational and financial perspectives on the performance of the firm, the book not only offers insights into the creation of effective business strategies, but also sheds lights on the success, and failure of national economies. Now that the single market is upon us, this lively, perceptive book is probably the most important European contribution to strategic thinking for many years.

Autoren/Hrsg.

Kay, John A.

Kay, J. A.

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management Unternehmensführung
• Wirtschaftswissenschaften Betriebswirtschaft Management Unternehmensorganisation & Entwicklungsstrategien

Inhaltsverzeichnis

- Introduction

- Part I: Corporate Success

- 1: The Structure of Strategy

- 2: Adding Value

- Part II: Business Relationships

- Introduction

- 3: Cooperation and Coordination;

- 4: Relationships and Contracts

- Part III: Distinctive Capabilities

- Introduction

- 5: Architecture

- 6: Reputation

- 7: Innovation

- 8: Strategic Assets

- Part IV: From Distinctive Capbilities to Competitive Advantage

- Introduction

- 9: Markets

- 10: Mergers

- 11: Sustainability

- 12: Appropriability

- 13: The Value of Competitive Advantage

- Appendix

- Added Value Statements

- Part V: Competitive Strategies

- Introduction

- 14: Pricing and Positioning 1

- 15: Pricing and Positioning 2

- 16: Advertising and Branding

- 17: Vertical Relationships

- Part VI: The Strategic Audit

- Introduction

- 18: The Industry

- 19: The Firm

- 20: The Nation

- Part VII: The Future of Strategy

- Introduction

- 21: A Brief History of Business Strategy

- 22: Conclusions

- Glossary

- Bibliographic notes

Über Autor(innen)

John Kay is a visiting Professor of Economics at the London School of Economics, a Fellow of St John's College, Oxford. He is a Fellow of the British Academy, a Fellow of the Royal Society of Edinburgh, and a member of the Scottish Government's Council of Economic Advisers. He is a director of several public companies and contributes a weekly column to the Financial Times. He is the author of many books, including The Truth about Markets (2003) and The Long and the Short of It: finance and investment for normally intelligent people who are not in the industry (2009) and his latest book, Obliquity was published by Profile Books in March 2010.