Rockefeller, J. D. 164–65, 222
Roddick, Anita 262 , 263
Rover 307–08
Royal Bank of Scotland 74, 127 , 144
Royal Dutch Shell 211
Rumelt, Richard 184, 185
Ryan, Arthur 137
Ryanair 182–83
S
Samsung 31, 38, 51, 56–57, 321–22,
325
Selfridges 265–66, 267
Semco 137
Senge, Peter 204–05, 206, 207
Shamrock Organization theory 77
see also organizational culture
shareholders
boom and bust markets 146–47
bull market 121 , 146–47
and corporate accountability 130–31
customer priority, importance of 238
dividends 126–27
herd instinct, ignoring 146–49
pressure and partnership
development, start-ups 60–61
private limited companies 125
and profit maximization 124–25,
237–38
public limited companies 191
risk management 140–41, 144, 145
share buybacks 155
share certificates, first 127
see also equity and performance;
financial strategy; organizational
culture
Shingo, Shigeo 291–92
Siemens 62, 95–96
Singapore Airlines (SIA) 183
Slim Helú, Carlos 338–39
Sloan, Alfred 339
Smith, Adam 124, 180, 218 , 219
Snapple 23
social media
and crisis management 188
crowdsourcing 313
social media (cont)
websites 54 , 57
word-of-mouth marketing 274–75
see also Internet business;
technological change
Sony 168 , 307, 311, 337
Speedo 27
Spotify 61
Starbucks 262
start-ups
bureaucracy and red tape 60
business expansion 43–45
business plan 21
commitment of time and effort 62–63
competitive advantage see
competitive advantage
crisis of control 60
focus strategy 182
growth crises and Greiner Curve
58–59
Long Tail benefits 209
micropreneurism 63
new entrants, strategic planning
threat to 214–15
opportunism, and luck 42
risk management 20–21, 41
self-financeable growth rate (SFG)
44–45
shareholder pressure and partnership
development 60–61
see also entrepreneurship
Stevens, Brooks 339
strategic planning 184–85
Ansoff’s matrix 256–57
buyer power 214
chaos theory 220–21
and consumer choice 180, 181
core business protection 170–71
cost-leadership strategy 180–83
crisis management 188–89
critical path analysis 328–29
differentiation strategy 181–82, 183
Five Strategic Forces model 212–15
focus strategy 180, 182
industry positioning 215
MABA (market attractiveness/
business attractiveness) framework
192–93
new entrants, threat to 214–15
outsourcing 171strategic planning (cont)
secondary interests, selling off 171
statements and actions, differences
between 198–99
strategic inflection point 196–97,
200–01
substitutes, threat of 214
supplier power 214
takeover bids 148
see also business adaptation and
growth; competitive advantage;
complacency avoidance; financial
strategy; risk management
Superdry 30, 45, 122
sustainability 31 , 45 , 50–51, 57
see also business adaptation and
growth
Swiss Pocket Knife 200
SWOT analysis 25–27, 184T
T-systems International 125
Tata Group 108, 131 , 308
Taylor, Frederick Winslow 159
teamwork
and anomie 70, 71
Belbin Team Inventory 82, 84
benefits 82
collaboration and creativity,
encouragement of 71, 206–07
collective work products 85
effectiveness factors 83–84
group dynamics (groupthink) 114,
115
groups and sense of belonging
70–71
and learning organization 205
quality circles 305–06, 308
storming and norming 82–83
talent management 84–85
time-based management 326–27
see also leadership; management
technological change
Apple see Apple
business adaptation, importance of
54–55350