Generic Strategies

  • John Hill

Abstract

When defining precisely what is meant by strategy, there is a wide range from which a choice can be made. In this instance, it has been decided to use Pearce and Robinson’s1 designation as a large-scale future-oriented plan for interacting with the competitive environment to optimise the achievement of an organisation’s objectives. Authors provide a checklist to enable identification of those factors which should be regarded as strategic issues:
  1. 1.

    Those that require a top management decision.

     
  2. 2.

    Those that involve the allocation of substantial amounts of company resources (i.e. people, physical assets or money).

     
  3. 3.

    Those that are likely to have a significant impact on the long-term prosperity of the firm.

     
  4. 4.

    Those that are future-oriented.

     
  5. 5.

    Those that have multi-functional or multi-business consequences.

     
  6. 6.

    Those that necessitate the consideration of factors in the firm’s external environment.

     

Keywords

Marketing Expense Mist Exter 

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Notes

  1. 1.
    Pearce, J.A. and Robinson R.B. (1982) Strategic Management. New York: McGraw-Hill.Google Scholar
  2. 2.
    Porter, M.E. (1985) Competitive Advantage. New York: Free Press.Google Scholar
  3. 3.
    Andrews, K.R. (1983) The Concept of Corporate Strategy. Homewood, IL: Richard D. Irwin.Google Scholar
  4. 4.
    Ansoff, H.I. (1965) Corporate Strategy. New York: McGraw-Hill.Google Scholar
  5. 5.
    Mintzberg, H. (1994) The Rise and Fall of Strategic Planning. New York: Free Press.Google Scholar
  6. 6.
    Miles, R.E. and Snow, C.C. (1978) Organisational Structure and Process. New York: McGraw-Hill.Google Scholar
  7. 7.
    McGee, J. and Thomas, H. (1986) ‘Strategic Groups: Theory, Research and Taxonomy’. Strategic Management Journal, 7(2), 141–60.CrossRefGoogle Scholar

Copyright information

© John Hill 2016

Authors and Affiliations

  • John Hill
    • 1
  1. 1.UK

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