This exciting new textbook is built on the belief that strategic management principles are more straightforward than they seem. Unlike other textbooks, it does not overcomplicate the discussion with enigmatic layers of theory or irrelevant perspectives from other disciplines. Instead you will find focused, clearly articulated coverage of the key topics of strategic management, encouraging critical reflection and deeper exploration on your own terms. Fully developed to cover the essentials of any strategic management course, this textbook not only creates understanding of the principles of strategy, but shows you how to apply them constructively in the face of real-world practicalities. Throughout the text, these principles are put into context with illustrations and examples drawn from all over the world and from all kinds of organization – from Shell, Airbus and Tesco to small and non-profit enterprises. With an emphasis on topical, distinctive and engaging features, this text offers: • Over 120 short, topical case studies drawn from every type of organization across more than 20 countries, written especially for this book and supplemented with questions and tasks • Worksheets for strategy analysis that can be used to tackle real-world situations • Learning outcomes, key points and summaries to focus your reading on what matters • Chapter-by-chapter exercises for further study and discussion • Suggestions for further reading to deepen your understanding of the theories underpinning the chapters In addition, tutors will benefit from a fully developed companion website offering lecture slides, teaching notes for case studies and assignments, module plans and links to further cases.

Scale, Non-scale and Vertical Strategies

Scale, non-scale and vertical strategies

Learning Outcomes

This chapter is designed to enable you to:

  • ① Describe the advantages and disadvantages of scale and non-scale based strategies.
  • ② Describe the features of vertical strategies and recognise when they are appropriate.
  • ③ Critique the assumptions that underpin scale, non-scale and vertical strategies.
  • ④ Apply this knowledge to make strategy choices in particular cases.

Case Study: Nokia Corporation

Nokia started in 1865 in Finland as a wood pulp mill. Over the next century it became a multinational conglomerate, becoming a significant player in mobile telephony from the 1970s. By the 1990s European telecommunications markets were deregulating and the huge potential of digital GSM mobile technology was being realised. In 1992 the Nokia Directors took the major strategic decision to ...

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