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Competitive Strategy Dynamics
Kim Warren (Author)
9780471899495, Wiley
Hardback, published 8 July 2002
352 pages
25 x 17.7 x 2.6 cm, 0.737 kg
"...many valuable ideas..." (Long Range Planning, Vol 37 2004)
This book offers a practical, fact-based approach to explain how enterprises deliver performance over time. Rigorous methods explain how to quantify the growth, decline and interdependence within the organisation's resources and capabilities as well as the continuous interactions with competitors and other external factors. These methods create clear and practical pictures of the strategic architecture driving earnings and other performance outcomes, not just for commercial firms, but for non-profit cases too. Management is then well-equipped to answer three crucial questions in their strategy development : why has the business performed as it has to date? where is performance headed in the future if we carry on as now? and how can we alter this future for the better? The book provides the basis for an entire course on the time-based perspective on competitive strategy, connecting strongly to established static frameworks. Alternatively it offers a vital missing component for existing courses in strategy and general management, as well as a key reference text for professionals in corporate development, consulting and business analysis.
Preface ix Acknowledgments xv Part I Getting Started 1 1 The Critical Path—the Meaning of ‘‘Dynamics’’ 3 Strategic resources and performance 7 The problem of valuing businesses and their strategies 10 Industry factors and firm performance 12 2 Strategic Resources—the Fuel of Firm Performance 15 A sharper focus on strategic resources 15 What is already known about resources and sustained performance 17 SWOT analysis—a poor basis for sound strategy 19 Winning and keeping resources 21 Defining and measuring resources and their flows 25 3 Getting Specific—Quantifying Change 31 Get quantitative!—the importance of scale, rates of change, and time charts 31 Adding ‘‘lumps’’ of resource 34 Stimulating and exploiting potential resources 36 Developing resources within the business 41 Using time charts to estimate resource development 44 An illustrative scenario for staff development 45 Developing resources beyond the firm 46 The failure of correlation methods to explain business performance 47 4 Building the Machine—Reinforcing Feedback between Resources 51 Current approach to linkages within and beyond the business 51 ‘‘To he who hath shall be given’’—the strength of complementary resources 53 Resource interdependence—an example of self-reinforcement in brand building 55 Reinforcing feedback—the magic of exponential growth (but dangers of collapse) 61 Completing the resource-system in brands—adding limits to potential resources, resource losses, and management decisions 63 Most resources need not be depleted to build others 65 Be clear where revenues and costs arise 66 Resource dynamics and value-chain analysis 68 A practical example—rejuvenating a knitwear brand 70 5 Removing the Brakes—Balancing Feedback Holds Back Growth 75 Recognizing balancing feedback 75 Further developments of the banking example 82 Self-balancing resources 83 A note on spreadsheets, system dynamics, and simulation modeling 85 6 The Strategic Architecture—Designing the System to Perform 89 Industry example—new product development in car manufacture 90 A seven-step process for capturing the Strategic Architecture 91 Strategic Architecture: diagnosing performance challenges 105 Part II Further Concepts 115 7 The Hard Face of Soft Factors—the Power of Intangible Resources 117 Features and impact of intangible resources 119 Measuring intangible resources 120 ‘‘Indirect’’ resources, reflecting people’s feelings or expectations regarding issues that concern them 121 Resource attributes 134 Integrating intangible resources into the strategic architecture 149 8 Into Battle—the Dynamics of Rivalry 157 Type 1 rivalry: developing potential customers 158 Type 2 rivalry: capturing rivals’ customers 175 Type 3 rivalry: competing for sales to shared customers 181 Simplifying multi-competitor dynamics: Strategic Groups 196 Extending rivalry to resources other than customers 198 9 Building the Capability to Perform 207 Measuring capabilities 210 Learning as capability building 212 A process for dealing with capabilities in analyzing performance dynamics 223 The impact of capabilities on performance of the entire business 225 From team learning to organizational learning 231 Leadership team competence 238 10 Keeping the Wheels on the Road—Steering the Dynamics of Strategy 243 Managing a single resource—the ‘‘goal and control’’ structure 244 Dissecting interference between policies 256 Conflicting goals 264 Limits to human decision making 271 Interference between goals and policies 272 Goals, controls and the Balanced Scorecard (BSC) 276 Illustration of valuing a strategic initiative 279 11 Further Developments on Existing Strategy Concepts 283 Other firm-level strategy frameworks 284 Industry-level approaches to strategy 289 The strategy process 301 Further opportunities from a resource-system approach—corporate-level strategy 303 Appendix 307 References 317 Index 319
Subject Areas: Business & management [KJ]
