Corporate Strategy
Tools for Analysis and Decision-Making

This book uses research-driven insights to help students and managers make good corporate strategy decisions and to analyse the decisions of others.

Phanish Puranam (Author), Bart Vanneste (Author)

9781107120914, Cambridge University Press

Hardback, published 31 March 2016

322 pages, 62 b/w illus. 28 tables
22.9 x 15.5 x 1.8 cm, 0.59 kg

'Puranam and Vanneste have provided a thought-provoking articulation of the key aspects of a strong corporate strategy. What is particularly remarkable is the analytical breakdown of topics that can sometimes be discussed in vague terms. Well worth the read for any practicing strategy executive.' Vishal Dixit, Head of Group Strategy at a FTSE-100 telecoms operator, and former McKinsey management consultant

Many companies are not single businesses but a collection of businesses with one or more levels of corporate management. Written for managers, advisors and students aspiring to these roles, this book is a guide to decision-making in the domain of corporate strategy. It arms readers with research-based tools needed to make good corporate strategy decisions and to assess the soundness of the corporate strategy decisions of others. Readers will learn how to do the analysis for answering questions such as 'Should we pursue an alliance or an acquisition to grow?', 'How much should we integrate this acquisition?' and 'Should we divest this business?'. The book draws on the authors' wealth of research and teaching experience at INSEAD, London Business School and University College London. A range of learning aids, including easy-to-comprehend examples, decision templates and FAQs, are provided in the book and on a rich companion website.

Acknowledgements
Introduction: what this book is about and how to use it
Part I. Foundations: 1. Corporate advantage
2. Synergies: benefits to collaboration
3. Governance costs: impediments to collaboration
Part II. Decisions about Portfolio Composition: Increasing the Scope of the Corporation: 4. Diversification
5. Ally or acquire?
6. Organic or inorganic growth?
Part III. Decisions about Portfolio Composition: Reducing the Scope of the Corporation: 7. Refocusing
8. Divestiture: stay or exit
9. Outsourcing: make or buy
Part IV. Decisions about Portfolio Organization: 10. Designing the multi-business corporation
11. Designing corporate headquarters
12. Managing the M&A process
13. Managing the alliance process
Index.

Subject Areas: Business strategy [KJC], Business & management [KJ], Corporate finance [KFFH]