Topic Leader: Dr. Dhirendra Kumar
Affiliation: Industrial Extension Service – North Carolina State University
Corporate strategy and firm growth: creating value for shareholders
Cheltenham: Edward Elgar, 2011
For researchers and students in economics and management, and managers, entrepreneurs, and consultants in strategic management, Dringoli (economics, U. of Siena, Italy) explores the conditions for growth that can create value for shareholders and the strategies adopted by firms for this growth: horizontal expansion, vertical integration, and product diversification. He provides analytical models for evaluating the strategies; addresses designing the appropriate organizational structures for managing large and diversified companies, as well as limits to the firm's size; examines the economic fundamentals of each strategy; and presents four cases of successful firms: L'Oreal, Campari, Luxottica, and Geox. Annotation ©2012 Book News, Inc., Portland, OR (booknews.com).
Enterprise growth strategy: Vision, planning and execution
Farnham, Surrey, England: Gower; Burlington, VT: Ashgate, c2010
Even during economic downturns businesses have to grow to survive and compete in domestic and international markets. There is always a need to plan for future growth. Enterprise Growth Strategy presents the total process of a growth strategy. Dr Kumar is an engineer who entered the academic world following a long career in manufacturing business and has since taught almost every aspect of business and management. The 'growth strategy' concept he has developed is comprehensive and manifestly practical.
Enterprise-wide change: Superior results through systems thinking
Stephen G. Haines, Gail Aller-Stead, and James McKinlay
San Francisco: Pfeifer, c2005
Leave piecemeal strategic change approaches behind and learn how to plan, facilitate, and integrate your change efforts for lasting success. Enterprise-Wide Change takes you through the Rollercoaster of Change, showing you how to deal with resistance, regard skeptics as your best friends, and build a buy-in and stay-in strategy among your employees. The authors use the science of Systems Thinking - a comprehensive, yet simple and integrated way to analyze and build synergy from key organizational elements. You'll find proven and practical questions, summaries, case studies, examples, and worksheets as well as systems tools, tips, and techniques to foster organization change and development.
10 rules for strategic innovators: from idea to execution
Vijay Govindarajan, Chris Trimble
Boston, Mass.: Havard Business School Press, c2005
Even world-class companies, with powerful and proven business models, eventually discover limits to growth. That's what makes emerging high-growth industries so attractive. With no proven formula for making a profit, these industries represent huge opportunities for the companies that are fast enough and smart enough to capture them first. But building tomorrow's businesses while simultaneously sustaining excellence in today's demands a delicate balance. It is a mandatory quest, but one that is fraught with contradiction and paradox. Until now, there has been little practical guidance. Based on an in-depth, multiyear research study of innovative initiatives at ten large corporations, Vijay Govindarajan and Chris Trimble identify three central challenges: forgetting yesterday's successful processes and practices; borrowing selected resources from the core business; and learning how the new business can succeed. The authors make recommendations regarding staffing, leadership roles, reporting relationships, process design, planning, performance assessment, incentives, cultural norms, and much more. Breakthrough growth opportunities can make or break companies and careers. Forget, Borrow, Learn is every leader's guide to execution in unexplored territory.
Marketing as strategy: Understanding the CEO's agenda for driving growth and innovation
Boston, Mass.: Harvard Business School Press, c2004
Wake-Up Call for Marketers on What CEOs Want and How to Deliver It ... CEOs are more than frustrated by marketing's inability to deliver results. Has the profession lost its relevance? Nirmalya Kumar argues that, while the function of marketing has lost ground, the importance of marketing as a mind-set-geared toward customer focus and market orientation-has gained momentum across the entire organization.This book challenges marketers to change their role from tactical implementers of traditional marketing functions-like advertising and promotion-to strategic coordinators of organization-wide, transformational initiatives aimed at profitably delivering value to customers. Kumar outlines seven strategy-focused, cross-functional, and bottom-line oriented initiatives that can put marketing back on the CEO's agenda-and elevate its role in shaping the destiny of the firm.
Stakeholder power: A winning strategy for building stakeholder commitment and driving corporate growth
Steven F. Walker, Jeffrey W. Marr
Cambridge, Mass.: Perseus Pub., c2001
A Winning Plan for Building Stakeholder Commitment and Driving Corporate GrowthIn today's environment of fierce and unrelenting competition, the most powerful weapon in any company's arsenal is not its products or services but the assets that can never be replicated-its relationships with customers, employees, suppliers, investors, and the communities it serves. Balancing conflicting agendas while creating value for all stakeholders is an enormous challenge, but one that pays off in the long run as the company builds commitment, a steadfast loyalty, both inside and outside the firm, to everything the company provides and stands for. Drawing from his own firm's sixty-year history as a pioneer in corporate reputation, consumer psychology, and market research, as well as from in-depth case studies of organizations as diverse as Lens Crafters, DHL, and Edison International, Steven Walker offers a practical model for hard-wiring stakeholder management into strategy and reaping the rewards, through continuous innovation, learning, and profitable growth.
Restructuring Japanese business for growth: Strategy, finance, management and marketing perspective
Boston: Kluwer Academic, 1999
Restructuring Japanese Business for Growth consists of eighteen previously unpublished invited chapters by experts on Japanese business. It will attract both commercial and academic interest. Japanese business can be expected to continue to be of great importance in global and Asian economics, especially as the Japanese economy is the dominant economy in Asia, being larger than all other Asian economies combined. Policymakers and business people interested in understanding Japanese financial markets will find this book useful. In addition, this book should be a valuable resource for undergraduate, graduate, and executive development courses in international business, global finance, and Japanese business.
Ten Most Important Accomplishments in Risk Analysis, 1980-2010
Greenberg, Michael; Haas, Charles; Cox, Anthony; Lowrie, Karen; McComas, Katherine; North, Warner
Risk Analysis, ISSN 0272-4332, 05/2012, Volume 32, Issue 5, pp. 771-781
Transformation Case in a Small Enterprise
Dhirendra Kumar, Sriram Menon and Siddhartha Rachakonda
Presented in the IIE Annual Conference and Expo 05/2012
Transformation is an essential driving force for today’s enterprises for their sustained growth and development. The business vision, specific to each enterprise, gives rise to certain goals such as simplification, cost reduction, better customer service, improved processes, etc. To realize each of these goals, it almost becomes imperative that an enterprise utilizes transformation as a core concept. An enterprise’s transformation objectives provide the anchor for consistent decision-making and execution of the processes.
Case Study of Enterprise Excellence through Growth Strategy
Presented in the IIE Annual Conference and Expo 05/2012
The Enterprise Excellence (EE) philosophy is a holistic model for leading an enterprise to total excellence by focusing on the needs of the customer. There are various organizations within an enterprise with a collection of processes in each organization but they all focus on to meet/exceed customer needs. This principle applies to all types and sizes of enterprise. EE process meets/exceeds customer needs and expectations cost effectively.
Challenges of medical travel to global regulation: A case study of reproductive travel in Asia
Global Social Policy, ISSN 1468-0181, 12/2010, Volume 10, Issue 3, pp. 396–415
This article explores the challenges medical travel poses for the development and implementation of health regulation in Asia ... medical travel, reproductive health, medical regulation, reproductive travel.
Role of Enterprise Excellence Initiative
International Journal of Business and Management, ISSN 1833-3850 (print), ISSN 1833-8119 (online), 08/2010, Volume 5, No. 8, pp. 3-12
The Enterprise Excellence (EE) philosophy is a holistic model for leading an enterprise to total excellence by focusing on the needs of the customer whether within the state, the nation, and the world.
The "Strategic States Model": Strategies for business growth
Business Strategy Series, ISSN 1751-5637, 2007, Volume 8, Issue 1, pp. 58-63
... The article turns theoretical research into advices that are valuable for companies when they choose business strategies... Optimization techniques, Business growth, Organization development, Studies, Strategic management
Concentrated Grwoth Strategies
Pearce, John A. and Harvey, James W.
The Executive, ISSN 1938-9779, 02/1990, Volume 4, Issue 1, pp. 61-68
This article offers a critical assessment of the merits of concentrated growth as the centerpiece of a business strategy ...