Corporate strategy: tools for analysis and decision-making

Written for students and managers, this concise textbook arms readers with the tools needed to make good decisions on corporate strategy issues and to perform sound analysis of the corporate strategy decisions of others. By focusing on the active application of concepts to problems, the authors guide students through the process of applying correct frameworks to real-world business and management situations. Readers will learn how to answer questions such as 'should we pursue an alliance or an acquisition?' and 'should we divest this business?' with clear and well-reasoned justifications for their chosen decisions. The book's content is research-driven and draws on the authors' wealth of teaching experience. A range of learning aids are used, including easy-to-comprehend examples, templates and FAQs, and a rich companion website forms an integral part of the learning experience with additional templates, case materials and current examples from the media.

Includes index.

Acknowledgements; Introduction: what this book is about and how to use it; Part I. Foundations: 1. Corporate advantage; 2. Synergies: benefits to collaboration; 3. Governance costs: impediments to collaboration; Part II. Decisions about Portfolio Composition: Increasing the Scope of the Corporation: 4. Diversification; 5. Ally or acquire?; 6. Organic or inorganic growth?; Part III. Decisions about Portfolio Composition: Reducing the Scope of the Corporation: 7. Refocusing; 8. Divestiture: stay or exit; 9. Outsourcing: make or buy; Part IV. Decisions about Portfolio Organization: 10. Designing the multi-business corporation; 11. Designing corporate head quarters; 12. Managing the M & A process; 13. Managing the alliance process; Index.