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Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
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Searching... | 30000010053835 | HD998.5 B67 1999 | Open Access Book | Book | Searching... |
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Summary
Summary
Business analysts are in agreement that our future economy, if not our present one, will be dominated by global business and a service economy. The existing literature, however, fails to explain the influence and application of the principles of strategic management in a global service economy. Competitive Strategies for Service Organizations fills that gap, providing an understanding of the major changes that will affect players in this economy. The picture this book paints is a complex one: the economic model based on the availability of capital is being replaced by one relying on innovation and intellectual capital-the cornerstone of the service economy. Current management strategy theory and its practical application are to some degree out of sync with this emerging model. Drawing on international examples for their case-study material, Neil Botten and John McManus balance their exposition of theory with real-world examples organized around the emerging service model. The authors discuss strategy in all its practical dimensions: political, economic, social and technological. In pulling together existing models and techniques and showing, through case histories, how these frameworks may be used in service organizations, they provide valuable guidelines for the forward-looking leaders of our growing service economy.
Author Notes
Neil Botten is Principal Lecturer in Strategic Management, Director of part-time MBA programs, and Director of the Strategic Change Research Group at the University of Westminster.
John McManus is a management consultant. He is a Fellow of the Royal Society of Arts.
Table of Contents
List of Figures | p. xi |
List of Tables | p. xiii |
Acknowledgements | p. xv |
Preface | p. xvii |
1 Key Themes in the Global Service Economy | p. 1 |
Introduction | p. 1 |
The evolution of the service economy | p. 1 |
Economic development and the emergence of the post-industrial society | p. 5 |
Moving to an invisible trade economy | p. 6 |
Globalisation and the Service Economy | p. 8 |
The trio trading blocks | p. 9 |
Competitive and economic threats | p. 9 |
Global triggers and the new competitors | p. 13 |
Succeeding in the global economy | p. 17 |
Multinational service operations | p. 19 |
The nature of the borderless world | p. 20 |
Pull and push factors in cross-border markets | p. 21 |
Screening cross-border opportunities | p. 23 |
2 Defining Service Organisations | p. 27 |
Introduction | p. 27 |
Classifying service organisations | p. 27 |
Defining service characteristics | p. 30 |
Service design | p. 34 |
Knowing Your Customers and Markets | p. 42 |
The marketing mix within services | p. 47 |
The seven Ps | p. 47 |
The nature of target marketing in services | p. 57 |
Market analysis | p. 66 |
3 The Development of Strategic Planning | p. 71 |
Introduction | p. 71 |
The classical approach | p. 71 |
The evolutionary school | p. 85 |
The processual school | p. 91 |
The systemic school | p. 103 |
4 Strategic Management Models, Tools, and Techniques | p. 107 |
Introduction | p. 107 |
Descriptive models of strategic management | p. 107 |
Strategic planning | p. 109 |
The external environment | p. 113 |
The internal environment | p. 126 |
Value chain analysis | p. 136 |
Financial Ratio Analysis | p. 140 |
Competitive analysis | p. 145 |
Strategic mission, objectives, and structure | p. 147 |
Analysis and allocation of strategic resources | p. 155 |
Core competencies | p. 159 |
5 The Application of Strategic Management | p. 162 |
Introduction | p. 162 |
Global business drivers | p. 162 |
Value chains and a firm's strategic core | p. 164 |
Porter's generic competitive strategies | p. 166 |
Beyond Michael Porter | p. 172 |
Strategic Vision | p. 176 |
Inventing a strategy | p. 176 |
The role of leadership in strategy formulation | p. 180 |
Strategy formulation | p. 182 |
Strategy implementation | p. 188 |
Measuring strategic success | p. 193 |
6 Future Trends in Strategic Management | p. 201 |
Introduction | p. 201 |
The role of IT in business | p. 202 |
Technology and systems planning | p. 210 |
Technological alliances | p. 213 |
Linking IT with the corporate strategy | p. 215 |
The Evolution of Change | p. 218 |
The changing shape of organisations | p. 218 |
The changing shape of external relations | p. 233 |
The changing shape of the market | p. 236 |
The changing shape of Europe | p. 250 |
7 The Case Material | p. 252 |
Case Study 1 Competitive Strategies in the World Airline Industry | p. 254 |
The case study | p. 254 |
Introduction | p. 254 |
Industry trends and competitive challenges | p. 255 |
Competitive strategies | p. 257 |
Competitive positioning strategies | p. 258 |
Marketing/customer-orientated strategies | p. 259 |
Cost control | p. 260 |
Case 1 Air France | p. 260 |
Case 2 British Airways (BA) | p. 263 |
Case 3 Delta | p. 265 |
Case 4 Singapore Airlines (SIA) | p. 268 |
Conclusion | p. 270 |
Case Study 2 Baa Plc | p. 274 |
Introduction | p. 274 |
Regulation | p. 279 |
Airport management | p. 281 |
Retail management | p. 286 |
Property management | p. 290 |
International operations | p. 293 |
Notes | p. 297 |
Person Index | p. 312 |
Topic Index | p. 317 |