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Strategic Management in Emerging Markets: Aligning Business and Corporate Strategy [Mīkstie vāki]

(FCC Environment, Bulgaria), (Central European University, Hungary)
  • Formāts: Paperback / softback, 504 pages, height x width x depth: 229x152x28 mm, weight: 687 g
  • Izdošanas datums: 10-Dec-2018
  • Izdevniecība: Emerald Publishing Limited
  • ISBN-10: 1787541665
  • ISBN-13: 9781787541665
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Strategic Management in Emerging Markets: Aligning Business and Corporate StrategyPalielināt
  • Formāts: Paperback / softback, 504 pages, height x width x depth: 229x152x28 mm, weight: 687 g
  • Izdošanas datums: 10-Dec-2018
  • Izdevniecība: Emerald Publishing Limited
  • ISBN-10: 1787541665
  • ISBN-13: 9781787541665
Citas grāmatas par šo tēmu:
Permanent link: https://www.kriso.lv/db/9781787541665.html
Keywords:
This textbook focuses on strategic management in emerging market contexts. It delineates the border between business level strategy and corporate strategy to better align business level and corporate level strategy.

Traditionally, analysis of strategic management has divided the focus between a business and corporate level. This text goes beyond that to help readers recognize the interplay of the “how” and “which” of strategy. It embraces the integrated nature of learning to avoid the compartmentalization of strategy concepts.

Strategic Management in Emerging Markets: Aligning Business and Corporate Strategy has three uniquely valuable components. First, it identifies and integrates corporate and business strategy levels along with their co-evolution; enabling readers to better understand strategic alignment. Secondly, there is an explicit presentation of strategy for emerging markets which utilizes original theory and cases to help readers to better identify and succeed in high growth business contexts. Thirdly, it presents an integrative and comprehensive case study of an international corporation, Inchcape Inc., which is designed specifically to facilitate cumulative and holistic learning.

The book focuses on newer aspects of strategy theory and the hallmarks of emerging markets, such as dynamic capabilities, environmental turbulence, and the difficulties associated with strategic choice and execution in complex business environments. An appreciation of the role of megatrends is also a key aspect since emerging markets evolve at much faster rates than slower growth developed economies. Appealing to practitioners and students of strategic management and international business, the book bridges conceptual and practical realms of strategy generating intellectual synergies for the reader and enhancing the learning experience.

Recenzijas

This book describes strategic management in emerging markets, discussing strategy development in that context; the basics of strategy and strategic management; corporate and business strategy; contemporary corporate strategies, including integration, intensive, diversification, and defensive strategies; strategic paradigms, including market and resource-based views; generic strategies in relation to cost leadership, product differentiation, niche/focus, and pricing strategies; and business models and strategy. Case studies are provided in each chapter. -- Annotation ©2019 * (protoview.com) *

List of Figures
xi
List of Tables
xvii
List of Abbreviations
xxi
About the Authors xxiii
1 Strategy for the Emerging Markets
1(42)
Emerging Markets: Key Features
3(8)
Economic Components of Emerging Markets
4(2)
Institutional Aspects of Emerging Markets
6(2)
Social Aspects of Emerging Markets
8(3)
Business Strategy for Emerging Markets
11(1)
Tier 1 Markets
12(1)
Tiers 2-3 Markets
13(2)
Tiers 4-5 Markets
15(2)
Business Strategies for Emerging Markets
17(10)
Tier 1 Strategies and Tactics
17(5)
Tiers 2-3 Strategies and Tactics
22(3)
Tiers 4-5 Strategies and Tactics
25(2)
Summary and Outlook
27(2)
Case Study 1 Designers Project: Afrotouch Brands
29(7)
Case Study: Inchcape plc. - Part 1
36(1)
Building a Global Enterprise
36(7)
2 Basics of Strategy
43(66)
Instead of Introduction - Three Times Why and What
43(3)
The Business - Why and What
43(2)
The Strategy - Why and What
45(1)
The Strategic Management as an Academic Discipline -- Why and What
46(1)
Strategy - Origin and Definitions
46(6)
Origin
46(3)
Definitions
49(3)
Corporate and Military Similarities
52(8)
The Evolution of Strategy
60(10)
Summary and Outlook
70(3)
Case Study 2 Future of Petroleum Business at RIL - To Stay or to Exit
73(28)
Case Study: Inchcape plc - Part 2
101(1)
Prosperity, followed by uncertain times
102(7)
3 Basics of Strategic Management
109(54)
Strategic Management and Strategic Planning
109(4)
Strategic Management
109(2)
Strategic Planning
111(2)
Basic Conceptions in Strategic Management
113(11)
Mission
114(1)
Vision
114(2)
Profit
116(2)
Values
118(1)
Objectives
118(2)
Growth
120(1)
Competitive Advantage
120(4)
The Concept of Strategy
124(1)
Stages of Strategies
125(1)
Levels of Strategies
126(8)
Summary and Outlook
134(3)
Case Study 3 Etihad Rail: A New Way to Change a Business Landmark in the United Arab Emirates
137(20)
Case Study: Inchcape plc - Part 3
157(1)
New realities - the corporate Inchcape
157(6)
4 Corporate and Business Strategy
163(62)
An Evolution of the Corporate Strategy
163(5)
Product/Market Matrix
163(1)
Portfolio Analysis Matrix
164(2)
Ambidexterity/Prototyping
166(2)
The Link between Corporate and Business Strategy
168(5)
SWOT Analysis
168(4)
Navigation System Analysis
172(1)
An Evolution of Business Strategy
173(9)
The 3C's Model
174(1)
The Five Forces Model
174(2)
The 7S's Model
176(1)
The 3S's "Single Shot Strategy"
177(2)
The Eight Strategic Laws of Gravity
179(1)
The 9S's Model
180(1)
The 7C's Model
181(1)
Contemporary Strategy Concepts
182(4)
Michael Porter
183(1)
Henry Mintzberg
184(1)
Hamel and Prahalad
185(1)
Industry Competitive Analysis
186(6)
Threat of Entry
187(2)
Intensity of Rivalry among Existing Competitors
189(1)
Pressure from Substitute Products
190(2)
Bargaining Power of Buyers
192(1)
Bargaining Power of Suppliers
192(1)
The Sixth Competitive Force
192(1)
Structural Analysis
192(3)
Summary and Outlook
195(3)
Case Study 4 Equity Research and Valuation: Jet Airways
198(22)
Case Study: Inchcape plc - Part 4
220(1)
From Diversity to Focus
220(5)
5 Contemporary Corporate Strategies
225(58)
Overview
225(2)
Integration Strategies
227(5)
Forward Integration
228(1)
Backward Integration
229(1)
Horizontal Integration
230(2)
Intensive Strategies
232(1)
Market Penetration
232(1)
Market Development
232(1)
Product Development
232(1)
Product Proliferation
233(1)
Diversification Strategies
233(6)
Related Diversification
236(2)
Unrelated Diversification
238(1)
Defensive Strategies
239(3)
Retrenchment
239(1)
Divestiture
240(1)
Liquidation
241(1)
Strategy Vehicles
242(10)
Strategic Alliances
242(1)
Cooperation/Alliance among Competitors
243(2)
Joint Venture
245(1)
Mergers/Acquisitions
246(6)
Global Strategies
252(1)
Definition and Evolution
251(2)
Global Strategies
253(1)
Global Strategy Framework
254(4)
Summary and Outlook
258(2)
Case Study 5 Bangkok Beer and Beverages: In Pursuit of Growth
260(17)
Case Study: Inchcape plc - Part 5
277(1)
Professional leaders
277(6)
6 Strategic Paradigms
283(62)
Structure-Conduct-Performance Paradigm
283(2)
Market-based View
285(5)
Overview
285(1)
Grand Strategy Matrix
286(2)
Environmental Analysis
288(1)
Industry Structures
289(1)
Resource-based View
290(10)
Overview
290(1)
Resources, Capabilities, and Competencies
290(5)
SPAcE Matrix
295(2)
Further Perspectives
297(3)
Behavioral Decision Theory
300(2)
Comprehensive Paradigms Overview
302(18)
Strategic Conflict View
305(1)
Dynamic Capabilities Perspective
306(1)
Ambidexterity
306(1)
Continuous Morphing
307(1)
Absorptive Capacity
308(1)
Fit Among Four Paradigms
309(11)
New Paradigm - Mega Trends
320(4)
Summary and Outlook
324(3)
Case Study 6 Sainsbury's in Egypt
327(10)
Case Study: Inchcape plc - Part 6
337(1)
Corporate growth and expansion in early 2000s
337(8)
7 Generic Strategies
345(50)
Overview
345(2)
Cost Leadership
347(2)
Origin and Objective
347(1)
Necessary Conditions for Low Cost
348(1)
Low Cost in the Context of Five Forces
349(1)
Structure-Systems-Policies
349(1)
Product Differentiation
349(6)
Objective and Essence
349(3)
Necessary Conditions for Differentiation
352(1)
Differentiation - Five Forces
353(1)
Structure--Systems-Policies
354(1)
Niche/Focus
355(1)
Objective and Essence
355(1)
Necessary Conditions for Niche/Focus
355(1)
Pricing Strategies
356(2)
Overview
356(1)
The Learning Curve
356(1)
Pricing Strategies
357(1)
Generic Strategies - Similarities and Differences
358(7)
Risks and Dangers for Generic Strategies
359(3)
Stuck in the Middle
362(3)
Summary and Outlook
365(3)
Case Study 7 e-Pay Malaysia: The Next 10 Years
368(20)
Case Study: Inchcape plc - Part 7
388(1)
Unprecedented 2008
388(7)
8 Business Models and Strategy
395(52)
Blue Ocean In Between
395(2)
Business Model Definitions
397(2)
Business Model Structure
399(7)
Strategic Options and Choices
406(1)
Strategy Execution
406(19)
Change
409(2)
A Strategic Change Approach
411(2)
The Role of the Strategist within the Organization
413(1)
Strategic Leadership
414(1)
Instead of Epilogue
415(2)
Summary and Outlook
417(3)
Case Study 8 The Chilean wine industry: new international strategies for 2020
420(20)
Case Study: Inchcape plc - Part 8
440(1)
The Recovery After the Crisis
440(7)
Bibliography 447(15)
Index 462
Krassimir Todorov is a senior lecturer in Strategic Management at the University of Finance, Business and Entrepreneurship, Sofia, Bulgaria. He also works as a Country Manager in Bulgaria for the international company FCC Environment. Previously, he has occupied various senior executive positions at Inchcape Plc, London (FTSE 250), Toyota Balkans, and TM Auto. He holds a Professional MBA degree in the field of Strategic Management from the Executive Academy of Vienna University of Economics and Business, Austria (2014-2016), as well as a PhD degree in Management Accounting from the University of National and World Economy, Sofia, Bulgaria. 



Yusaf H. Akbar is an Associate Professor of Management at Central European University. has also published widely in the field of global strategy, and is Founding Editor of the International Journal of Emerging Markets. Previously, he has completed Visiting Researcher positions at University of Trieste and the Wirtschaftsuniversiteit in Vienna, and was a Senior Fellow at the Institute for Advanced Study at CEU. His consulting and professional references include Citibank, Deutsche Telekom, Siemens and Toyota.