Abstract
The previous two chapters were concerned with exploring the issues inherent in a strategic appraisal of the organisation primarily by considering the objective conditions prevailing, and expected to prevail, in both the environment and the resources controlled by the enterprise. In this chapter we consider the main strategic options which are open to the firm in pursuit of its objectives. Because of the range and complexity of the options involved we intend to approach the chapter in three broad strands. First we consider the ways in which an organisation may seek to achieve its ends, ranging from liquidation to diversification. We then discuss the means by which these can be attained. The concluding section will deal with turnaround situations.
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References
Strategies appropriate for differing stages of industry evolution see Porter, M. E. (1980) Competitive Strategy (New York: Free Press) Chs 9, 10, 11, and 12.
For the relationship of diversification to performance see Reed, R. and Luffman, G. (1984) The Strategy & Performance of British Industry, 1970–80 (London: Macmillan) Chs 5, 6, and 7.
Turnaround strategies are discussed in Slatter, S. (1984) Corporate Recovery (Harmondsworth: Penguin) Chs 2, 3, 4, and 5.
References
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Biggadike, R. (1979) ‘The Risky Business of Diversification’, Harvard Business Review, May—June, pp. 103–11.
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Reed, R. and Luffman, G. (1984) The Strategy and Performance of British Industry, 1970–80 (London: Macmillan).
Slatter, S. (1984) Corporate Recovery (Harmondsworth: Penguin).
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© 1987 Cliff Bowman and David Asch
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Bowman, C., Asch, D. (1987). Strategic options. In: Strategic Management. Palgrave, London. https://doi.org/10.1007/978-1-349-18702-7_6
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DOI: https://doi.org/10.1007/978-1-349-18702-7_6
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