By Shiv S Mathur, Alfred Kenyon

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Lessem (1989) quotes some of these. PART ONE FUNDAMENTALS: THE FRAMEWORK AND ITS MAIN BUILDING BLOCKS Chapter 2 looks at what business strategy aims to achieve, and sets it in its financial and ethical environment. Chapter 3 sets out and defines the main building bricks: competitive and corporate strategy, offering, competitive positioning, inputs and outputs, and how some of these concepts relate to management structures. It sets out the case for accepting the individual offering as the strategic unit.

11. Resource-based theory (Chapter 10) is not in effect a departure from this search for profitable offerings. It merely directs that search towards offerings for which the company has distinctive resources. Business strategy is of course here taken to look for 19 Creating Value 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 20 where the company is going rather than for the qualities and structures required for successful direction. Rumelt (1984) puts it: ‘The central concerns of business policy are the observed heterogeneity of firms and firms’ choice of product-market commitments.

If so, the incumbent top team will only undertake strategies that require such minor incremental changes in culture as are within that existing team’s scope. Hofstede (1991). Chapter 10. Lessem (1989) quotes some of these. PART ONE FUNDAMENTALS: THE FRAMEWORK AND ITS MAIN BUILDING BLOCKS Chapter 2 looks at what business strategy aims to achieve, and sets it in its financial and ethical environment. Chapter 3 sets out and defines the main building bricks: competitive and corporate strategy, offering, competitive positioning, inputs and outputs, and how some of these concepts relate to management structures.

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