Showing papers by "European Business School London published in 1994"
TL;DR: In this paper, the authors reviewed the activities of large retailing companies during the period 1991-93 and identified their strategic and operational responses to the economic situation prevailing at that time, concluding that expansion continued by those companies who remain confident in the acceptance of the "offer" and where the risk was contained.
Abstract: Reviews the activities of large retailing companies during the period 1991‐93. Identifies their strategic and operational responses to the economic situation prevailing at that time. Conducts the review using a financial model of a typical retailing business, within which a number of strategic and operational scenarios are proposed. Concludes that expansion continued by those companies who remain confident in the acceptance of the “offer” and where the risk was contained. Retailers were also active in consolidation and productivity activities.
9 citations
TL;DR: In this paper, an operational model for the analysis and "strategic" valuation of property portfolios is presented. And the model emerges as an effective and flexible instrument for identifying and visualizing strategic development potentials and problem configurations within the assets of open-ended property funds and other institutional investors.
Abstract: German open‐ended property fund shows that a strategic management of property investment is indispensable. Suggests that it is possible and fruitful to adapt the instruments for strategic management used by industrial companies to fit the needs of property companies (such as the five‐forces model and the value chain developed by Porter, the strategic portfolio analysis developed by McKinsey, etc.). In the long‐term perspective of institutional investors, dynamic factors such as use, flexibility, productivity and competitive advantages play a much more important role. These thoughts have led to the need to build an operational model for the analysis and “strategic” valuation of property portfolios. This kind of portfolio approach emerges as an effective and flexible instrument for identifying and visualizing strategic development potentials and problem configurations within the assets of open‐ended property funds and other institutional investors.
4 citations
01 Jan 1994
TL;DR: In this paper, the authors explore the implementation issues of strategy decisions and to do this requires an understanding of how the business functions are implemented and how these functions are used in the context of revenue generation, margin and management and cashflow management.
Abstract: The purpose of this book is to explore the implementation issues of strategy decisions and to do this requires an understanding of how the business functions. In this first chapter we discuss these functions within the context of revenue generation, margin and management and cashflow management. Our interests are much more concerned with the management of these business functions rather than the accounting procedures that they present managers.
01 Jan 1994
TL;DR: In this article, it is suggested that corporate success is a combination of meeting customer satisfaction criteria and the achievement corporate performance requirements, and the notion suggested by Figure 13.1 illustrates how these are interrelated.
Abstract: The issues arising when considering implementing decisions and their implications for the business were discussed earlier. In this chapter we address performance expectations and measurement. It is suggested that corporate success is a combination of meeting customer satisfaction criteria and the achievement corporate performance requirements. Figure 13.1 illustrates how these are interrelated. We shall expand the notion suggested by Figure 13.1 by linking customer satisfaction and corporate performance requirements by considering how they share mutual performance measures.
01 Jan 1994
TL;DR: A changing economic geography has regenerated the interest of retailers to expand into the Pacific Rim as mentioned in this paper, where the single market and its changing economic and financial infrastructure, the North American Trade Movements with similar, if not as all embracing, movements, the Pacific rim and of course the attempts by the COMECON block to replace their old philosophies with capitalism and entrepreneurship, all have prompted many retailers to consider overseas expansion.
Abstract: Attempts by retailers to expand into overseas activities have been met with mixed success. The excursions of the 1970s and early 1980s were, by and large, not very successful. A changing economic geography has regenerated the interest. The single market and its changing economic and financial infrastructure, the North American Trade Movements with similar, if not as all embracing, movements, the Pacific Rim and of course the attempts by the COMECON block to replace their old philosophies with capitalism and entrepreneurship, all have prompted many retailers to consider overseas expansion.
01 Jan 1994
TL;DR: In this paper, the authors consider the impact of decisions that are about to be taken above the strategic and operating economics of the business and question the motives of such moves, whether the move seen as a strategic initiative to add value to the customer offer or is it a competitive reaction.
Abstract: When implementing strategy it is useful to consider the impact of decisions that are about to be taken above the strategic and operating economics of the business. It is also worthwhile to consider how the economics of the business can influence implementation decisions. For example, the decision to increase shopping facilities by opening branches for business on Sundays and on public holidays may enhance the utilisation of the assets or indeed may require additional expenditures that lower the returns to the business. The business should question the motives of such moves. Is the move seen as a strategic initiative to add value to the customer offer or is it a competitive reaction? Furthermore, what can the business expect of its sales volume profile: will it increase or perhaps will it merely be spread across the increased hours of opening?