Suggests one general framework that centres on the choices that customers make between competing offerings as firms compete for customers, the options for competitive strategy concern the ways in which firms can make their offerings different in the eyes of customers. Uses Figures to show...

Advances that profitability and growth are directly linked to customer and employee satisfaction, through the delivery of excellent service. Pinpoints, in boxes highlighted for emphasis, the virtuous circle of excellent service and the five dimensions of excellent service. Lists ten...

Concentrates on US domestic carrier, Southwest Airlines, and how its discount air travel has allowed millions to fly where previously they could not afford to. Highlights, in a box, the company's mission statement. Looks at team spirit, culture, employee recruitment, publicity and competition....

Discusses alchemists and their place in history, plus the adepts ‐ who supposedly possessed ‘the philosopher's stone’. Goes on to discuss strategy in depth and how it came about in, roughly, 1958. Makes graphic use of a timeline (from 1945 to the 1990s), to add to explanations. Describes...

Spotlights Honda Motor Co. of Japan's spectacular subsidiary operation of motorbikes in the USA, forcing Harley‐Davidson into a niche market. Shows how Honda's flexibility (smaller‐sized bikes at first and progressively introducing bigger and bigger bikes), led to domination of the total US...

Provides an important perspective on the subject of strategy. Posits that not many top managers would wish to be described simply as good administrators ‐ although tens of thousands of people each year try to reach MBA standards, not realizing perhaps it is not an MBM, so is administrative...

Looks at a research study of 50 large corporations to see the response by their managers regarding post‐war US expansion. Lays down that it was a top executive's role to plan and direct the use of resources to meet short‐term and long‐term fluctuations and developments in the market. Does...

Addresses problems facing an organization in terms of the decisions it must take and identifies four standard types: decisions regarding strategy, policy, programmes and standard operating procedures. Suggests strategic decisions are different, however, because they need to be applied to new...

Argues that the process of corporate strategy consists of two distinct parts: formulation, and implementation and points out that in real life the processes of formulation and implementation are intertwined. Looks at finding the strategic alternatives, implementing strategy, and unstated...

Reckons that managers of successful organizations work at guiding these actions and events, proactively ensuring that they move incrementally towards conscious strategies. States, that in practice, strategic management involves senior managers in trying to develop and maintain a coherent and...