196,045 research outputs found
Managing alliances, partnerships, and joint ventures
No full textThis chapter summarizes the five main phases of the strategic alliance creation process: partner selection, due diligence, valuation and negotiation, implementation, and evaluation. The actors involved in the process range from internal managers in the engaged organizations to external consultants who aid partner selection and the definition of contractual conditions. Although some differences occur between the creation of different collaboration types, there are common success factors, such as trust among members, low ambiguity, and the compatibility and alignment of the participants’ strategy
Business portfolio: geographical scope
No full textInternationalization represents a widespread strategic choice for companies that want to expand their business portfolio outside their national geographical borders. This chapter describes how companies implement international strategic choices in terms of markets and geographical areas. Methods of entering a new market and implications for the value chain are also discussed
Modes of corporate growth
No full textFirms can develop their business portfolio according to different modes of growth. There is not a preferable mode of growth, but each mode has potential advantages and drawbacks to consider. This chapter discusses how corporate growth can be pursued, presenting the different modes of growth, and specifying specific initiatives firms can consider. The criteria for choosing among the different modes are discussed by highlighting internal and external factors that may influence the ultimate choice of firms
Turnaround and divesting
No full textThe chapter unravels the reasons behind the need for a corporation to transform its CS during a critical time in its life cycle. Any decision to change should be considered thoughtfully to apply the right approach. The latter comes in the form of strategies (portfolio restructuring, operational restructuring, and financial restructuring) that include specific elements to be considered in the short and long term. Finally, the chapter discusses the decision of whether to divest or outsource with the aim of highlighting the various types of actions and strategic choices behind divestiture
Business portfolio: horizontal scope
No full textThis chapter discusses horizontal diversification, a strategic decision to grow a business by offering a new range of products or services, targeting different customer segments, and using novel distribution channels. After presenting the different levels of horizontal diversification, the chapter introduces a list of portfolio maps that describe financial and operational logics to support decision-making about the most appropriate horizontal diversification investments for companies
Corporate Governance
No full textCorporate governance is the system by which companies are directed and controlled. The chapter outlines agency theory, the dominant theory in corporate governance literature. Moreover, the chapter sheds light on the main features of the three dominant models of corporate governance. Ownership structure and board structure are outlined. The chapter explains the role of a CEO, and the selection processes for this apex corporate figure. Last, the chapter illustrates the components of the executive compensation package
Megatrends
No full textThe chapter examines the most recent megatrends, here defined as transformative phenomena that will shape the future development at societal, cultural, economic, and political level. Megatrends have been classified in three categories: technological megatrends, political and economic megatrends, social and environmental megatrends. For each megatrend the chapter highlights the fundamental aspects and the main impact on the business activity. The chapter also examines the tools which facilitate the consideration of megatrends by companies and their integration into CS, together with recommendations on how they should be considered according to corporate characteristics
Core business and corporate scope
No full textAn essential step in the analysis of a firm’s CS is assessing its business portfolio, understanding how different firms distinguish and assemble their different activities, and which activities are considered core. Afterward, it is crucial to recognize why firms may seek to grow their portfolios, the dimensions in which growth can be pursued, and the path followed over time
Corporate strategy models and synergies
No full textA CS is successful when the value of a portfolio of businesses is higher than the sum of the values of single businesses managed independently. This additional value is given by the synergies among businesses. This chapter describes distinct types of synergies and how they can be pursued, as well as when the risk of destroying value may arise. The approaches to CS are discussed at the end of the chapter
La sostenibilità e i sistemi di incentivazione: un confronto con l’Europa
No full textIl capitolo intende fare chiarezza attorno alle principali caratteristiche che gli schemi di remunerazione assumono nelle imprese italiane e straniere di grandi dimensioni, mettendo inoltre in evidenza l’importanza dei sistemi incentivanti per i risultati aziendali, anche in chiave ESG. Le evidenze empiriche dell’Osservatorio relativamente all’integrazione della sostenibilità negli schemi di remunerazione del vertice delle aziende quotate offre inoltre la possibilità di fare un confronto fra la situazione in essere in Italia e nei principali mercati europei, quali la Francia, la Germania, il Regno Unito e la Spagna
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