Company Analysis: Determining Strategic Capability (Wiley Series in Practical Strategy)

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Product Description

It is vital for organisations to use company analysis to gain understanding of their limiting and enabling factors and strategic capabilities. Profits can then be maximised by selecting the most effective strategies, and through successful implementation of mergers, acquisitions and divestment opportunities.
In this book Jenster and Hussey move away from the opinion based SWOT analysis commonly used, to provide a more objective step-by-step approach to objectively analysing an organisation. This important task is clearly explained, with information helpfully displayed in diagrams, and checklists of critical questions provided. In addition to the key, functional areas of management, corporate-wide approaches such as core competencies, critical success factors, industry analysis and the value chain are also examined.
The book is illuminated with examples from the authors' own experiences, resulting in a practical and effective approach which will provide a foundation for corporate strategy and add a strategic dimension to a due diligence study - and so prove invaluable to MBA students and lecturers in strategic management.
Every manager will be asked to participate in assessing strengths and weaknesses at some time in their career, and this book enables a considerable improvement to be made to many commonly used methods - and for those responsible for the development of strategies, it offers even more.

Company Analysis: Determining Strategic Capability (Wiley Series in Practical Strategy) Review

This book shows how to conduct an appraisal of an organization's strengths and weakness for purposes of strategic planning that goes beyond the "ask the managers" approach. It tackles the subject in an in-depth, thorough and holistic way, providing a basic framework, evaluative approaches and guidelines, and numerous questionnaires. The major subject areas covered are: finance; marketing; production; technology and innovation; human resource management, management effectiveness, culture and structure; and information systems. The authors also take a process orientation that cuts across departments or functions, avoiding the trap of thinking that optimizing performance in each part will lead to an optimal performance of the whole. The book also explores benchmarking, comments on reengineering, and examines the value chain approach. Another approach that is explored is core competencies and their related critical success factors and core capabilities, all cutting across the whole organization. Additionally, a chapter is devoted to conducting an industry analysis. The book concludes with insights about involving managers and drawing all findings together. This book is very rare, if not wholly unique work. Well written and organized, its potential value is enormous. Very highly recommended.

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