Business Strategy

An introduction, third edition

by David Campbell, David Edgar and George Stonehouse


Below is some useful extra reading to develop your understanding of key topics in business strategy:

>> Jump to:
Chapter 1 | Chapter 2 | Chapter 3 | Chapter 4 | Chapter 5 | Chapter 6 | Chapter 7 | Chapter 8 | Chapter 9 | Chapter 10 | Chapter 11 | Chapter 12 | Chapter 13 | Chapter 14 | Chapter 15 | Chapter 16 | Chapter 17 | Chapter 18 | Chapter 19 | Chapter 20 | Chapter 21

Chapter 1

What is strategy:

Strategy defined (academic articles):

Strategy discussed by Michael Porter:

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Chapter 2

Schools of strategy:

Harvard Business School, Institute for Strategy and Competitiveness:

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Chapter 3

Mission Statements:

Product Definition:


McKinsey and Company:

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Chapter 4

Virtual Value Chain:

Core Competence:

Intangible Assets:

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Chapter 5

Geert Hofstede:

Charles Handy:

Innovation Tools:

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Chapter 6

Social Audit:

Financial ratios:

Balance scorecard:

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Chapter 7

A definition and discussion of Strategic Information Systems (SIS):

An article on how industry is finally waking up to the importance of business and IT alignment:

An article on how businesses need to move from simply aligning business with IT, to fully integrating it with IT:

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Chapter 8

A helpful definition of SWOT, along with a discussion of its limitations and how to put it to use in organizational strategy:

Information on what SWOT analysis is and tips on how to use it:

Edward de Bono and Robert Heller discuss SWOT and consider examples of strengths, weaknesses, opportunities and within the business strategies of Compaq, IBM and British Airways:

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Chapter 9

A definition of the macroenvironment of business in relation to McDonald’s:

A definition of PEST analysis and discussion of its advantages and disadvantages:

An overview of PEST analysis and a PEST analysis of a restaurant:

PEST analysis of a telecommunications company:

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Chapter 10

A definition of market segmentation and description of ways in which markets can be segmented:

A site dedicated to campaigning against the large market share of Tesco and the other ‘Big Four’ supermarkets:

Product positioning in Subway:

A discussion of barriers to entry within industry:

Porter’s Five Forces model applied to airlines:

A case study on market segmentation:

Jay Barney discusses the resource-based view of the firm:

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Chapter 11

Heineken’s Global Strategy:

Technology to help globalization:

Porter’s Diamond:

An article from The Economist about the experience curve:

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Chapter 12

Doing a SWOT:

Examples of a SWOT:

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Chapter 13

Harvard Institute for strategy and competitiveness:

Michael Porter on what strategy is:

Bowman’s Strategy Clock:

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Chapter 14

Richard P. Rumelt’s evaluation of strategy:

Strategy Assessment Model (SAM):

Example of evaluation of strategic options:

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Chapter 15

Directions of growth:

Organic growth:

Mergers and acquisitions:

Motives for mergers and acquisitions:


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Chapter 16

Issues in implementing strategy:

Organizational structure:

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Chapter 17

Leadership styles:

Change management:

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Chapter 18

Web 2.0:

Cloud Computing:

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Chapter 19

SMEs and Managing Quality:

Quality Awards at the Chartered Quality Institute:

The British Quality Foundation:

The W. Edwards Deming Institute:

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Chapter 20

Coming soon.

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Chapter 21

There are no weblinks for this chapter.

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