Download Strategic Management, 2nd edition (MBA Masterclass Series) by Philip Sadler PDF
By Philip Sadler
At the floor, strategic administration seems to be particularly undemanding: it's all approximately finding out a few medium- to long term targets, bringing jointly the assets, devising a plan and agenda, after which getting on with it. besides the fact that, within the actual international it is not rather this straightforward.
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Additional resources for Strategic Management, 2nd edition (MBA Masterclass Series)
Sample text
Catastrophic failure could arise, either regionally or globally, as a result of a massive environmental disaster, a major – even nuclear – war, the breakdown of law and order and social cohesion in a region such as the European Union or the meltdown of the world’s financial markets. The environmental context 35 The environmental challenge In the final third of the 20th century public concern about the activities of business and the sustainability of contemporary patterns of economic growth centred initially on their environmental impact.
Invisibility and intangibility When it comes to achieving business success, the traditional factors of production – land, labour and capital – are rapidly becoming restraints rather than driving forces. Knowledge or intellectual capital, and talent, which generates new knowledge and new products, have become the key resources. A knowledge economy One measure of the importance of knowledge is the value of intellectual property. For example, in 1999 copyright became the USA’s number one earner of foreign currency, outstripping clothes, chemicals, cars, computers and planes.
Perhaps the first public acknowledgement of the key role of knowledge in wealth creation was the address given to the Annual General Meeting of the Anglo-Dutch company Unilever by the then chairman, Ernest Woodruffe, in 1972. Unilever, he said, had competitors with similar access to capital, which faced lower taxes and enjoyed government subsidies. What they lacked, however, was the immense body of varied knowledge and commercial skills which Unilever has built up over the years. 32 Strategic management and its context In every aspect of the business knowledge is vital; and much of the knowledge which is important to a firm like Unilever cannot be found in books; it has to be acquired often expensively, sometimes painfully, by experience and deliberate enquiry.