The next step in the process is for the organisation to formulate strategies
to ensure that the organisation can cross the gap between its current pos-
ition and the fulfilment of its primary objectives.
■ References
Aaker, D. A., Strategic Market Management, 4th edn, Wiley, New York, 1995.
Cosco, J., Down to the sea in ships, Journal of Business Strategy, November/
December, 1995, 48.
Drucker, P., The Practice of Management, Harper & Row, New York, 1954, pp. 65–83.
Drummond, G. and Ensor, J., Teaching note for the Richer Sounds case study,
European Case Clearing House, 1991.
Green, D., Healthcare vies with research, Financial Times, 25 April, 1995, p. 34.
Johnson, G. and Scholes, K., Exploring Corporate Strategy, 5th edn, Prentice Hall,
London, 1999.
Kaplan, R. S. and Norton, D. P., The balance scorecard: measure that drive per-
formance, Harvard Business Review, 70 (1), 1992, 71–79.
Kaplan, R. S. and Norton, D. P., Putting the balanced scorecard to work, Harvard
Business Review, 71 (5), 1993, 134–147.
Levitt, T., Marketing myopia, Harvard Business Review, July/August, 1960, 45–56.
Pearce, J. A. and Robinson, R. B., Strategic Management, 6th edn, Irwin,
Homewood, IL, 1997.
Revuelta, J., Seminar, Napier Business School, Edinburgh, 1996.
Wheelen, T. L. and Hunger, J., Strategic Management and Business Policy, 6th edn,
Addison Wesley, New York, 1998, p. 11.
■ Further reading
Johnson, G. and Scholes, K., Exploring Corporate Strategy, 5th edn, Chapter 5,
Prentice Hall, London, 1999.
McDonald, M., Marketing Plans; How to Prepare them; How to Use Them, 4th edn,
Chapter 6, Butterworth-Heinemann, Oxford, 1999.
Strategic intent 147