Colin Edward Egan (2018)
Implementing Global Business Strategy
Rugby: Strategic Management Think Tank
This BiteSized Fortress Europe Volume opens with a critical assessment of the ‘excuses’ that many companies put forward to ‘explain’ poor business performance rather than making an honest evaluation of their own organizational maladies and/or lack of competitiveness. Theories of strategy, competition and organization are then presented followed by an exclusive practical framework and management process for measuring the turbulence of markets and the identification of strategic priorities, including those threats or opportunities which may not be imminent but loom large on the radar screen for the next cycle of the strategic audit.
The strategy literature is rich in research which demonstrates that the successful management of internal organizational capabilities and competencies explains superior and sustainable external market competitiveness. The key question relates to whether such organizational capability can be configured by management to deliver success in global business strategy. A strategy which cannot be executed is not a strategy at all and we provide an exclusive practical framework for undertaking a comprehensive internal implementation audit.
There is also a growing awareness that if a strategy cannot be ‘marketed’ internally it will have little chance of success in the external marketplace. The concept of ‘internal marketing’ has emerged to address this issue and we evaluate its potential as an aid to securing the successful implementation of global business strategies. Finally, we explore the important role of ‘Stakeholder Management’ for long term global business strategy success.
Each Volume of the BiteSized Fortress Europe Series has extended End Note(s) which support the main text and focus on one or more dimension(s) of the globalization of markets and global business strategy. The first End Note to this Volume is an essay, ‘A Practical Perspective on Stakeholder Principles’. This supports one of the Volume Chapters and concludes with a discussion of one of the most contentious issues associated with the Brexit negotiations: integrated pan-European supply chains. End Notes Two and Three provide templates and processes for a very practical approach to ‘Stakeholder Management’. End Note Four presents a bibliography of all the author’s recommended textbooks cited throughout the five BiteSized Fortress Europe Series Volumes and in the Parent Book. A standard definition of a high-quality textbook is ‘a critical evaluation of the extant literature’, primarily an objective assessment of empirical, evidence-based research from leading peer-reviewed journals combined with insights from ‘discussion-focussed’ journals such as the Harvard Business Review, the California Management Review and the McKinsey Quarterly.
1. Business Performance: Explanations or Excuses?
2. On Strategy, Competition and Organization
3. Internal Marketing for External Global Business Strategy Success
4. Implementation Assessment for Global Business Strategy Success
5. A Creative Process for Strategy Development
6. Building a Summary TOWS Chat to ‘Feed’ the Go-to-Market Plan: External Analysis
7. Building a Summary TOWS Chat to ‘Feed’ the Go-to-Market Plan: Internal Analysis
8. Comprehensive TOWS Analysis: Competitiveness and Strategic Performance Potential
9. Organizational Capabilities for Global Business Strategy Success
10. Aligning Strategic Marketing, Global Brand Management and Organizational Design for Global Business Strategy Success
11. A Stakeholder Perspective on Global Business Strategy
12. Hard and Soft Factors Explaining Organizational Implementation Success
13. Building a Market-driven, Customer-centric Organization
14. Strategy and Organization in Global Business Strategy
15. Organizational and Investor Responsibility in Global Business Strategy
16. Assessing a Global Business Strategy: A Multi-Factor Checklist for Implementation Success
End Note Essay: A Practical Perspective on Stakeholder Principles
End Note Two. Managing Stakeholder Relationships
End Note Three. Analysing Buyer-Seller Relationships and Adam Smith’s Sovereign Consumer
End Note Four. Author’s Recommended Textbooks and Business Biographies
Volume Five References
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All content © Colin Edward Egan, 2019