Abstract
In the previous chapter we studied corporate objectives: the range of these, the forces which determine business objectives, and how objectives might vary with the time dimension adopted. This process of objective-setting constitutes the first step in the strategic decision-making sequence (see Table 1.2 on p. 8), and as a result of this process the firm arrives at an understanding of its short- and long-term goals. The objectives set by an organisation naturally have a major influence upon the strategy it chooses to follow. However, unless the business has expressed its financial objectives in the context of specific product-market areas in which it intends to operate, these objectives will merely be end results which the business wishes to achieve, and therefore will constitute only the first step in the strategic process. To narrow the focus of strategy further it is necessary for the firm to identify potential markets in which its goals may be achieved. Moreover an assessment by the firm of its environment relative particularly to its current and potential resources may well lead to some modification of the business objectives or goals themselves.
The advocates of systematic corporate planning base their case on the view that the determination of the future can be improved by a systematic analytical approach which reviews the business as a whole in relation to its environment. — B. W. Denning (ed.), Corporate Planning (London: McGraw-Hill, 1971) p. 4.
This is a preview of subscription content, log in via an institution.
Preview
Unable to display preview. Download preview PDF.
References
H. I. Ansoff, Corporate Strategy (Harmondsworth: Penguin, 1968) p. 51.
F. T. Paine and C. R. Anderson, Strategic Management (New York: Dryden Press, 1983) p. 16.
This table is based upon B. W. Denning, Corporate Planning (London: McGraw-Hill, 1971) p. 10.
See P. H. Grinyer and D. Norburn, ‘Strategic Planning in 21 U.K. Companies’, Long Range Planning, August 1974, p. 80.
See K. Ohmae, The Mind of the Strategist (Harmondsworth: Penguin, 1982) Ch. 3.
Denning, Corporate Planning, p. 11.
See M. E. Porter, Competitive Strategy (New York: Free Press, 1980) p. xix.
M. E. Porter, ‘How Competitive Forces Shape Strategy’, Harvard Business Review, March–April 1979, p. 137.
See Paine and Anderson, Strategic Management, pp. 39–40.
This analysis is based upon data contained in the annual report and other publications of The Cocoa, Chocolate and Confectionery Alliance and upon the essay by the author ‘Competition and Performance in Food Manufacturing’ in J. Burns et al. (eds), The Food Industry (London: Heinemann, 1983) pp. 101–26.
This table summarises the analysis in D. F. Harvey, Business Policy and Strategic Management (Columbus, Ohio: Merrill Publishing, 1982) pp. 113–17.
See Porter, Competitive Strategy, Ch. 2.
See ‘Deere Ploughs a Lone Furrow’, Financial Times, 20 January 1984.
Porter, Competitive Strategy, Ch. 3.
See J. Argenti, Corporate Collapse: The Causes and Symptoms (Maidenhead: McGraw-Hill, 1976) Ch. 5.
See ‘Over There and Overdrawn’, Sunday Times, 4 March 1984.
See ‘The Bus Lines are on the Road to Nowhere’, Fortune, 31 December 1978, pp. 58–63, from which the details of this case are taken.
See H. H. Stevenson, ‘Defining Corporate Strengths and Weaknesses’, Sloan Management Review, Spring 1976, pp. 51–68.
Copyright information
© 1986 W. Stewart Howe
About this chapter
Cite this chapter
Howe, W.S. (1986). Assessment of the Business Environment and Resources. In: Corporate Strategy. Palgrave, London. https://doi.org/10.1007/978-1-349-18213-8_3
Download citation
DOI: https://doi.org/10.1007/978-1-349-18213-8_3
Publisher Name: Palgrave, London
Print ISBN: 978-0-333-36901-2
Online ISBN: 978-1-349-18213-8
eBook Packages: Palgrave Business & Management CollectionBusiness and Management (R0)