This book is available in Oxford Scholarship Online
| Reviews |
| - 'one of the most important 'strategic thinking" books in years...I can think of no better way of preparing for an examination in business strategy' - The Director
- 'You must read ... Foundations of Corporate Success.
Kay is the currently the best management theorist in Britain, bar none.
' - Business Age
|
| Description | | - The most innovative contribution to business thinking for a decade
| How did BMW recover from the edge of bankruptcy to become on of Europe's strongest companies? Why did Saatchi and Saatchi's global strategy bring the company to its knees? Why has Philips's outstanding record in innovation not been translated into success in the market? What can be learnt from the marriage contract about the conduct of commercial negotiations? These are some of the
questions addressed as John Kay asks `What makes a business successful?'
Drawing on his own business experience and on concepts in economics, legal theory, and sociology, the author presents a fresh approach to questions of business strategy. He rejects the military analogy which underpins much strategic thinking, in which success depends on size and share, on vision and leadership, on
shifting patterns of mergers and alliances.
John 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, Kay not only gives insights into the creation of effective business strategies, but sheds light on the success - and failure - of national economies.
As the single market develops, this book - full of insight and rigour, yet lively in style - is probably the most important European contribution to strategic thinking for many years. It will be vital reading for all who
want to understand what distinguishes the successful company. |
Readership: Business professionals; economists; consultants. MBA and other graduate and undergraduate students of business courses on strategy, business policy, and industrial economics, and post-experience executive training.
| Contents |
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
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| Authors, editors,
and contributors |
John Kay
|
The specification in this catalogue, including without
limitation price, format, extent, number of illustrations,
and month of publication, was as accurate as
possible at the time the catalogue was compiled.
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are unable to ship a specific product to a particular territory.
Jacket images are provisional and liable to change before publication.
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