A1 Plazas

, 87–88

Absorptive capacity

, 308–309

Abu Dhabi National Oil Cooperation (ADNOC)

, 141

Abu Dhabi Urban Planning Council (UPC)

, 141

Academic discipline, strategic management as

, 46

Acceleration

, 311

Access-based positioning

, 124

Accounting analysis

, 212

Accumulating resources

, 293

Acquisition(s)

, 246–251

premium

, 246

Adham, K. A.

, 368

Administrative or political distance

, 256

Adriano, D.

, 321

Advanced economies

, 18

Affordability

, 23

Afrotouch Brands

, 29–30

estimated cost implication

, 34–35

expansion alternatives

, 32–33

growth

, 30–32

new business opportunities

, 32

technical expertise

, 34

Agency problems

, 249

Aggregators

, 8

Air India

, 202

Air India Limited (AIL)

, 202

Akmaliah, R S.

, 368

Al Dhahare Agriculture Company

, 141

Al-Ahram Weekly

, 329

Alcohol, Thailand regulation of

, 266–271

Alphabet Inc.

, 167

Amazon

, 167

Ambani, Dhirubhai H. (Reliance Group)

, 74

Ambidexterity

, 306–307

ambidexterity/prototyping

, 166–168

Analogous strategic management process

, 123

Analytical process

, 125

Ancillary revenue initiatives

, 210

Ancillary services

, 20

Anglo-Thai Corporation

, 161

Annual objectives

, 119–120

Anochie, Grace

, 30

Apple

, 23

Argentina’s wine industry

, 428–429

Arkan and Emirates Steel

, 141

ARPAnet

, 161

Asset(s)

, 240

choices

, 399

At-risk customers

, 313

Attractiveness test

, 236

Australasian United Steam Navigation Company (AUSN)

, 105, 160

Australia’s wine industry

, 426–427

Automatic Tank Gauging Systems (ATGs)

, 83

Aviation turbine fuel (ATF)

, 199

Back-end processing businesses

, 382

Backward integration

, 229–230

Balaji Shipping Lines

, 153

Balancing

, 293

Bangkok Beer and Beverages Co., Ltd (BB&B Co., Ltd)

, 260

licensing regulations

, 271–272

Thailand regulation of alcohol

, 266–271

Thailand’s wine industry

, 263, 267–269

top management

, 261–262

wine consumption in Thailand

, 272–275

wine industry structure

, 263–266

Bankruptcy

, 241

Banks

, 377

Bargaining power

of buyers

, 191

of suppliers

, 191

“Base of the Pyramid” projects

, 27

Behavioral decision theory (BDT)

, 300–302

Best-cost provider strategy

, 345–346

Better-off test

, 236

BEWAC Motor Corporation

, 160

Bharat Petroleum Corporation

, 91

BI vessel

, 41

Big data

, 168

Bing (soldier)

, 52

Blending

, 293

Blue ocean

, 395

key characteristics

, 395–396

red ocean vs.

, 396

“Blue Ocean Strategy” development

, 364

Borrowing

, 293

Boston Consulting Group Portfolio Matrix

, 165

Bottom-up–pilot approach

, 412

Boundary rules

, 298

“Brand Chile”

, 438

Brand livery and identity

, 86

“BRIC strategy”

, 3

Broad differentiation strategy

, 345

Bundling

, 16

Business

, 43–45

behavior

, 117

business-level strategies

, 127

core competences

, 122

information services

, 2

landmark in United Arab Emirates

, 137–154

leaders

, 43–44

“Business model canvas” template

, 404

Business models

, 7, 26–27, 43, 132, 133, 405

blue ocean

, 395–397

components

, 401

definitions

, 397–399, 403

dimensions

, 402–403

elements

, 401

strategic circumstances

, 400

strategic options and choices

, 406

strategy execution

, 406–415

structure

, 399–405

transformation from old to new business models

, 397

See also Generic strategies

Business process re-engineering (BPR)

, 178

Business strategy

, 2, 45, 50, 126, 127, 128, 168

3 C’s model

, 174, 175

3 S’s model

, 177–179

7 C’s model

, 181–182

7 S’s model

, 176–177

9 S’s model

, 180–181

contemporary strategy concepts

, 182–186

Eight Strategic Laws of Gravity

, 179–180

for emerging markets

, 11, 17

equity research and valuation

, 198–219

evolution

, 173

execution system

, 133

five forces model

, 174–176

Inchcape plc.

, 220–224

industry competitive analysis

, 186–192

navigation system analysis

, 172–173

structural analysis

, 192–195

SWOT analysis

, 168–172

tier 1 markets

, 12–13, 17–21

tiers 2–3 markets

, 13–15

tiers 2–3 strategies and tactics

, 21–24

tiers 4–5 markets

, 15–17, 25–27

world economic population pyramid

, 11–12

Business-to business (B2B)

firms

, 21

sectors

, 15–16

space

, 20

Buyers, bargaining power of

, 191

Calcutta and Burma Steam Navigation Company (CBSNC)

, 40

Campion Motors Group

, 160

Cantril, R.

, 317

Capabilities

, 290–295

Capital requirements

, 187

Cargill Company

, 115

Carthage

, 47–48

Cash flow

, 165

Celcom

, 369

CEMEX

, 16–17

Centre for Aviation assessment (CAPA)

, 199

Change

, 409–411

Chief executive officer (CEO)

, 30, 44, 413, 414, 415

Chief Financial Officer

, 30

Child-friendly media

, 25

Chilean wine industry

, 420

Chile’s national wine industry

, 424–425

competition

, 426–431

consumers

, 431–436

contribution to developing country’s image

, 438

economic importance of industry

, 436–438

exports

, 424

global consumption

, 422–424

objectives

, 421–422

primary wine exporting countries

, 425

production

, 423, 424

surface area planted to vine

, 423

world wine consumption total and per capita

, 422–423

China market

, 7

City retail outlets

, 77

Co-evolution

, 308

Co-opting

, 293, 295

Coalition programme

, 210–211

Command over resources

, 9

Company-owned company-operated outlets

, 77

Company-owned dealer-operated outlets

, 77

Company’s management team

, 30

Company’s resources

, 284

Company’s strategy

, 51

Competencies

, 290–295

Competitive advantage

, 120–124

Competitive marketplace–strategy

, 132–133

Competitive parity

, 122

Competitive position (CP)

, 295

Competitive strategy

, 11, 45, 183, 345–346

Competitors, cooperation/alliance among

, 243–245

Complementing resources

, 293

Complete Knock Down (CKD)

, 32

Compound annual growth rate (CAGR)

, 199

Comprehensive paradigms

, 302

absorptive capacity

, 308–309

ambidexterity

, 306–307

continuous morphing

, 307–308

dynamic capabilities perspective

, 306

fit among four paradigms

, 309–310

strategic conflict view

, 305

See also Strategic paradigms

Concentrating resources

, 293

Concerns

, 209–210

Conglomerate diversification

, 238

Connectivity

, 311

Conserving resources

, 293, 295

Consolidation

, 311

Conspicuous consumption

, 272

Consulting firms

, 2

Consumer(s)

, 431

durables

, 18

education

, 25

image of Chile in target consumer market

, 435–436

wine

, 431–435

Contemporary business

, 43, 311

Contemporary corporate strategies

, 225–227

BB&B Co., Ltd

, 260–275

defensive strategies

, 239–241

diversification strategies

, 233–239

global strategies

, 251–257

integration strategies

, 227–230

intensive strategies

, 231–233

strategy vehicles

, 241–251

Contemporary entrepreneurs

, 44

Contemporary military organizations

, 58

Contemporary schools

, 68–70

Contemporary strategic business concepts

, 51

Contemporary strategy concepts

, 182

Hamel and Prahalad

, 185–186

Henry Mintzberg

, 184–185

Michael Porter

, 183–184

Contextual ambidexterity

, 307

Continuous adaptation

, 122

Continuous morphing

, 307–308

Contracts

, 243

Controlling management

, 111

Convergence

, 293, 311

Cooperation/alliance among competitors

, 243–245

Core business

, 45

Core competence

, 294

Core customers

, 313

Core ideology

, 115–116

Corporate control

, 250–251

Corporate diversification strategy

, 233–234, 258

Corporate growth and expansion

, 337–344

Corporate Inchcape

, 157–161

Corporate management team

, 138

Corporate similarities

, 51–59

Corporate strategy

, 2, 54, 126, 128, 163, 225–226, 239, 258

ambidexterity/prototyping

, 166–168

contemporary strategy concepts

, 182–186

development process

, 227

equity research and valuation

, 198–219

Inchcape plc.

, 220–224

industry competitive analysis

, 186–192

link between business strategy and

, 168–173

portfolio analysis matrix

, 164–166

product/market matrix

, 163–164

structural analysis

, 192–195

Corporation

, 293, 294

Correct business definition

, 179

Cost leadership

, 347

low cost in context of five forces

, 349

necessary conditions for low cost

, 348

organizing to realizing full potential of

, 350

origin and objective

, 347

strategy

, 346

structure–systems–policies

, 349

Cost model

, 402

Cost-of-entry test

, 236

Costs, customers, and competitors model (3 C’s model)

, 174, 175

Costs, customers, competitors context, capabilities, channels, capital model (7 C’s model)

, 181–182

Creative process

, 125

Credibility enhancers

, 8

Credit card companies

, 377

Credit rating agencies

, 8

Cultural distance

, 256

Current profit maximization

, 358

Customer(s)

, 43, 402

satisfaction

, 288

service or warranties

, 189

switching costs

, 188

Daimler Company

, 121

“Daniladies”

, 26

Dark red wines

, 274–275

De facto implementation of rules and practices

, 8

Dealer-owned dealer-operated outlets (DODOs)

, 77

Declining “experience curve” cost and prices

, 180

Declining industry

, 289

Defensive strategies

, 225, 239

divestiture

, 240–241

liquidation

, 241

retrenchment

, 239–240

Demand for food products

, 18

Department of Transport (DOT)

, 139, 140, 141, 145

Developed economies

, 1, 8, 15, 24, 113

Developing countries

, 4, 8, 12

DHURF Company

, 34

DiGi

, 369, 370, 383

Digitized value

, 166–167

Direct method of delivery

, 369

Directorate general of hydrocarbons (DGH)

, 99

Discouraging competitor investment

, 180

Distributors

, 8

Diversification

, 233–234

decisions

, 234

discount

, 240

levels and types

, 235

related

, 236–238

strategies

, 225, 233

unrelated

, 238–239

Divest strategies

, 166

Divestiture strategy

, 240–241

Domestic market share in percentage

, 201

Domestic rail system

, 148

Dominant paradigms

, 46

Driveway salesman (DSM)

, 85

Drucker, P.

, 249–250

Drucker’s strategic thinking approach

, 123

Dynamic capabilities

, 292, 306

E-commerce initiatives

, 210

e-Pay Malaysia

, 368

businesses

, 379

company formation and development

, 373–375

e-Pay electronic airtime reload process

, 376

e-Pay pos-terminal system platform

, 381

e-Pay slip

, 372

e-Pay system

, 377

generic prepaid scratch card

, 372

Malaysian Mobile Phone Industry

, 369–371

problems

, 382–385

Sdn Bhd

, 368

strategies for future

, 385

telcos dominance

, 368–369

terminal payment platform and other payment businesses

, 371–382

EBITDA

, 203

Economic components of emerging markets

, 4–6

Economic distance

, 256

Economic growth

, 6, 109, 140

Economic perspective

, 152

Economic Union of West African States (ECOWAS)

, 257

Economic value

, 120–121

firm

, 121–122

Economies of scale

, 187

“Economizing”

, 309–310

Economy-wide regulators

, 8

Edge retail group

, 329

Efficiency

, 140

Egyptian retail food industry

, 321–323

Eight Strategic Laws of Gravity

, 179–180

Emerging markets strategy

, 1, 3

Afrotouch Brands

, 29–35

business strategy for

, 11–17

characteristics

, 1–3

economic components

, 4–6

Inchcape plc.

, 36–41

institutional aspects

, 6–8

social aspects

, 8–10

Emmanuel, Emeka

, 29

End customers

, 377

Engineering–industrial viewpoint

, 177–178

Enterprise strategy. See Corporate strategy

Enterprises

, 51

Entrepreneurial wine makers

, 263

Environmental analysis

, 288

Environment–strategy–structure–operations (ESSO)

, 134

business model development

, 133

Envisioned future

, 115–116

Ephemeralization

, 311

Equity research and valuation

, 198–219

Ethical values

, 118

Etihad deal, synergy from

, 208

ancillary revenue initiatives

, 210

domestic outlook

, 208

initiatives

, 210

international operations

, 208

IT initiatives

, 210

JPPL

, 210–211

negatives

, 209

opportunities, risks, concerns and threats

, 209–210

outlook/restructuring measures

, 211–212

risks

, 209

Etihad Rail Company

, 137, 144

analysis of logistics services

, 153

board of directors and function

, 139

case synopsis

, 137–138

challenges facing Rail project

, 144–145

PESTLE analysis

, 152–153

Porter’s five forces

, 150–151

Rail project

, 140–144

“Safety principle”

, 138–139

strategic aspects

, 148–150, 151

strategic assessment

, 153–154

strategic plan Rail

, 146–148

strategic view

, 145–146

theoretical perspective

, 150

transportation industry in UAE

, 139–140

European Union (EU)

, 257

Exclusive distribution rules

, 21

Exit rules

, 298

Expediting success

, 295

Export markets

, 437

External business growth

, 120

External environment

, 111

External factor

, 171

External opportunities

, 168

Extracting

, 293

Fa (doctrine)

, 52

Fake products

, 21

Fallah Mohamed al Ahbabi

, 139

Fannie Mae Company

, 115

Farm fuel outlets

, 77

Federal Authority for Land and Marine Transport (NTA)

, 141

Fill & fly outlets

, 82

Financial aspects and time constraints

, 147

Financial information of Jet Airways

, 215–219

Financial objectives

, 119–120

Financial performance (2014–2015)

, 203

Financial performers in Indian Airlines

, 203–204

Financial position (FP)

, 295

Financial services

, 23

Financial statement analysis

, 212

Financial transactions

, 8

Firm resources

, 292, 293

“First for Food”

, 318

Fit, strategic ingredients

, 124

Five forces model

, 174–176, 194

Flexible consequence

, 399

Focus

, 293

Focused strategy

, 346, 347

“Food, family and home” store

, 329–330

Food and beverage (F&B)

, 271–272

Forward integration

, 228–229

Fragmented retail environments

, 24

Frames of reference for considering strategic options

, 407

France’s wine industry

, 274, 430

Franchising agreements

, 243

Free cash flow

, 249

Friedman, Milton (economist)

, 182

Friendly merger process

, 246

Friendly takeover process

, 246

Functional strategy

, 126–128

Functional unit managers

, 131–132

Fundación Imagen de Chile

, 421

Funding

, 152

Funnel-shaped strategy development process

, 408

Future upgradeable truck stop (FUTS)

, 82

Game theory

, 305

GCC Rail Map

, 143

Generic strategies

, 185–186, 345, 346

cost leadership

, 347–349

generic competitive strategies

, 360–361

niche/focus

, 355–356

organizational requirements

, 359

Porter’s five generic strategies

, 347

pricing strategies

, 356–358

product differentiation

, 349–355

risks and dangers

, 359, 362

similarities and differences

, 358–364

simultaneous pursuit of differentiation and low cost

, 365

“stuck in the middle” firm

, 362–364

See also Integration strategies

Geographic distance

, 256

Gilman, R.

, 101

Global economy

, 220

Global industries

, 251

Global leadership

, 112

Global level

, 257

Global standardization strategy

, 259

Global strategy

, 11, 251, 256, 259

evolution

, 251–253

framework

, 254–257

Globalization

, 245, 310

Go Air

, 202

Google

, 163, 167

Governance choices

, 399

Government

, 193

Government of India (GOI)

, 73, 76, 91

Grand strategy matrix

, 286–288

Grave social depravations

, 8–9

Gravity theory of trade flows

, 257

Great Depression

, 104

Great Recession (2008)

, 113, 397–398

Group’s market capitalization

, 161

Growth

, 120

growth–share matrix

, 165

Gulf Cooperation Council (GCC)

, 137, 146, 257

Hamel, G.

, 185–186

Hannibal’s strategic planning evaluation

, 47, 48

Harvard Business School

, 168

He Yousif Saleh Al Suwaidi

, 139

Heterogeneity of resources

, 290

Hewlett-Packard Company

, 115

High Speed HSD (HSD)

, 73, 76, 82

Hindustan Petroleum Corporation

, 91

Hologram labeling

, 21

Horizontal integration

, 230, 258

Hostile takeover

, 246

How-to rules

, 298

Human development

, 2

Human development index (HDI)

, 9, 10

Human resources

, 292

i-talk

, 383

Ibrahim, Ali M.

, 334

“Ideal” process

, 59

Identify and develop services

, 147–148

Inchcape plc.

, 36–41, 101, 157, 220–224, 440

corporate growth and expansion in early 2000s

, 337–344

corporate Inchcape

, 157–161

prosperity, followed by uncertain times

, 101–107

recovery after crisis

, 440–446

unprecedented 2008

, 388–393

“Inchcape versatility”

, 223

Income-constrained buyers

, 22

Indian aviation

, 198

industry structure and development

, 200

LCC

, 199

Indian Oil Corporation (IOC)

, 91

Indigo airlines

, 201

IndiGo Airways

, 203–204

Industrial organization approach

, 286

Industry competition

, 234

Industry competitive analysis

, 186

bargaining power of buyers and suppliers

, 191

intensity of rivalry among existing competitors

, 189–190

pressure from substitute products

, 190–191

sixth competitive force

, 192

threat of entry

, 187–189

Industry growth rate

, 192

Industry position (IP)

, 295

Industry structure(s)

, 289–290

and development

, 200

and environmental opportunities

, 194

Industry value chain

, 180

Inflation

, 152

Information

analyzers and advisors

, 8

security

, 152–153

Institutional aspects of emerging markets

, 6–8

Institutional voids (IVs)

, 2, 7–8

Intangible value

, 166–167

Integration strategies

, 225, 227, 258

backward

, 229–230

forward

, 228–229

horizontal

, 230

See also Generic strategies

Intel

, 308

Intensity of rivalry among existing competitors

, 189–190

Intensive strategies

, 225, 231

market development

, 232

market penetration

, 231–232

product development

, 232–233

product proliferation

, 233

Inter-firm cooperation

, 437

Internal environment

, 111

Internal factor

, 171

Internal threats

, 168

International Finance Corp. (IFC)

, 3

International Monetary Fund (IMF)

, 4

International operations

, 208

Internationalization strategy

, 436

Internet

access

, 22

internet-based social media

, 371

Intrapreneurs development

, 167

Intrapreneurship development

, 167

Invest strategies

, 166

IT initiatives

, 210

Italy’s wine industry

, 430–431

Jamal Magid Bin Thaniah

, 139

Jet Airways (India) Ltd.

, 198, 206

company analysis

, 213

comparison based on services

, 204–206

financial information

, 215–219

fleet

, 206–208

Indian aviation

, 198–200

jet financial performance comparing with peer group

, 202–204

operating highlights

, 214

peer comparison

, 200–202

synergy from Etihad deal

, 208–212

Jet Konnect

, 204

Jet privilege initiatives (JPPL)

, 210–211

Joint Operation Planning and Execution System

, 59

Joint venture

, 245–246

“Just good enough” strategy

, 22, 24, 25

Key Management System

, 85

Key performance indicators (KPIs)

, 126

Key value items (KVIs)

, 332

Kiosks

, 24

Knowledge

, 9

Korean consumer electronics brands

, 24

L’Oréal Company

, 121

Leadership styles

, 415, 416

Leading management

, 111

Learning curve

, 356–357

Leverage

, 293

Liberalization

, 2

Licensing

, 243

difficulties

, 317

regulations

, 271–272

Liquidation

, 258

strategy

, 241

Livingston, G.

, 101

Local adaptation

, 253

Local offices, operating units

, 129

Local wine makers

, 263

Localization strategy

, 253, 259

Logistics performance index (LPI)

, 141

Logistics services analysis

, 153

London Stock Exchange

, 159

Long-term

advantage

, 122

liquidity

, 173

objectives

, 119–120, 125

oriented analysis

, 111

processes

, 166

return on investment

, 327–328

Longevity

, 9

Lost Arrow Corporation Company

, 115

Low cost carriers (LCC)

, 199

Low-cost

model

, 22

pricing strategies

, 349

provider strategy

, 345

Magic Triangle

, 403–404

Malaysian central bank

, 378

Malaysian Mobile Phone Industry

, 369–371

Management structure

, 54

“Management-speak” vocabulary

, 222

Managerial hubris

, 249

Manning norms at Reliance Petroleum Outlets

, 84

Market

control and leadership

, 179

development strategy

, 232, 258

niche strategy

, 346

penetration

, 231–232, 258

segmentation

, 78–79

share maximization

, 358

skimming

, 358

success

, 285

Market-based view (MBV)

, 46, 284, 285

environmental analysis

, 288

grand strategy matrix

, 286–288

industry structures

, 289–290

See also Resource-based view (RBV)

Marketplace

, 43, 52

Mary Kay Cosmetics Company

, 115

Mattar Mohammed Al Tayer

, 139

Maule Region

, 437

Maxis

, 369

Maynard, John (economist)

, 182

McKinsey & Company

, 115

McKinsey model

, 176

Medium-term return on investment

, 327

Mega trends

, 310–314

Mehta, S.

, 198

Memorandum of understanding (MoU)

, 141, 153

Merck Company

, 115, 119

Mergers

, 246–251

“Metro Express”

, 323

Micro-entrepreneurs

, 17

“Microfranchises”

, 16

“Middle classes”

, 6

Middle-income population segments

, 6

Military

command hierarchy

, 54

similarities

, 51–59

strategies

, 46, 47, 52

Ministry of Petroleum (MOP)

, 73

Mintzberg, H.

, 184–185

“Misriyitna” formation

, 334

Mission

, 114

core purpose

, 115

statement

, 410

Mobile number portability (MNP)

, 369, 370, 383

Mobile phones market

, 384

Mobile virtual network operators (MVNOs)

, 370

Mohamed Hareb Al Yousef

, 139

Mohamed Saeed Al Danhani

, 139

Monetization models

, 22

Monopoly position

, 151

Monopsony

, 176

Moog

, 21

Morale

, 44–45

Motor Spirit (MS)

, 82

Mubarak, H.

, 334–335

Multifunction terminals

, 369

Multinational Corporation (MNC)

, 255, 318

Multinational organization

, 254–255

MyCard

, 381

Nasser Ahmed Khalifa Al Suwaidi

, 139

National Economic and Social Development Board

, 266

National Transport Authority (NTA)

, 139

National TV

, 370

Navigation system analysis

, 172–173

Needs-based positioning

, 124

“Neighborhood store” concept of convenience and value

, 329

Nestlé

, 18

Network approach

, 402

New Zealand’s wine industry

, 428

Niche/focus

, 355–356

Nike Company

, 115

Nonequity alliances

, 243

Nonprice competitive strategies

, 231

Nonprofit customers

, 313

Nonscale cost advantages

, 188

Nordstrom Company

, 119

Norita Ahmad

, 137

Norms

, 8, 288

North American Free Trade Agreement (NAFTA)

, 257

O’Higgins region

, 437

O’Neill, Jim

, 3

Objectives

, 118–120

examples of company’s strategic objectives

, 121

Oil Development Act

, 99

Oil Industry Development Board (OIDB)

, 99–100

One-dimensional business unit definition

, 127

Online education tools

, 24

Operating income

, 203

Operating model

, 402

Operational effectiveness

, 184

Operational excellence activity

, 125

Operational planning

, 53

Operational strategy

, 126

Operations management

, 128

Opportunities

, 168, 209–210

Organic business growth

, 120

Organizational investment

, 180

Organizational resources

, 292

Organizational structure

, 44

Organizations

, 119–120, 402

Organizing framework

, 110

Organizing management

, 111

Orient Express Lines

, 153

Ownership shares

, 245

Pacific Theatres Company

, 115

Packaging

, 14, 18

Pay-as-you-go models

, 23

Payoff

, 305

PB valley

, 263–264

Peer comparison

, 200–202

Peninsula & Oriental Steam Navigation Company (P&O)

, 103–104

Perception

, 350, 351

management

, 11

PESTLE analysis

, 152–153

Petroleum business future at RIL

, 73–100

Petroleum Retail Business Market

, 77–78

Physical card airtime distribution business model

, 376

Physical resources

, 292

Planning, programming, and budgeting system

, 59

Planning Action Committee (PAC)

, 224

Planning management

, 111

Plants, operating units

, 129

Policy choices

, 399

Porshe Company

, 121

Porter, M.

, 183–184

Porter’s five forces model

, 188

Porterian competitive strategy

, 183

Portfolio analysis matrix

, 163–166

Portfolio management

, 226

Pos Malaysia

, 382–383

Positioning

strategic ingredients

, 124

view

, 46

Postpaid

, 368

service subscribers

, 384

Prahalad, C. K.

, 185–186

Pre-authorization of transactions

, 85–86

Prepaid

, 368

Pressure from substitute products

, 190–191

Price-earnings ratio (P/E Ratio)

, 204

Price-sensitive strategy

, 17

Pricing

, 14

learning curve

, 356–357

objectives

, 358

strategies

, 92, 356

Prioritization

, 406

Priority

framework

, 408

rules

, 298

Private medical care

, 19

Product

development

, 232–233, 258

lifecycle

, 165

or service offering

, 402

product/market matrix

, 163–164

product–quality–leadership

, 358

proliferation

, 231, 233, 258

Product differentiation

, 187, 346–347, 349

forces

, 353–354

necessary conditions for

, 351–353

objective and essence

, 349–351

organizing to implementing

, 354

structure–systems–policies

, 354–355

ways firms

, 352

Production and Operations Director

, 30

Profit

, 116–117

mechanism

, 403

profit-and-loss responsibility

, 128

Profit after Tax (PAT)

, 203–204

Profit pool

, 180

Profitability

, 44

Profitable business

, 400

Program advice

, 59

Prototyping model

, 163

Public distribution system

, 77

Purchasing power parity (PPP)

, 4, 5, 17

Qualitative strategic planning matrix (QSPM)

, 171

Quality and quantity assurance

, 83–85

Racela, Olympia C.

, 260

Rail transportion

, 145

Ramanchi, R.

, 198

Rank system

, 43

Rationalization

, 311

Ready-to-drink shot (RTD shot)

, 260

Real-time strategic response

, 109

Recovering resources

, 295

Recycling

, 293, 295

Red oceans

, 395, 396

Regional level

, 257

Regulatory Board

, 93

Regulatory framework for petroleum business in India

, 99–100

Related diversification

, 236–238

Relative market share

, 165

Reliable suppliers

, 332

Reliance Group

, 74–75

Reliance Industries Limited (RIL)

, 75–76

A1 Plazas

, 87–88

actions taken by RIL on coping with MSD prices deregulation

, 96

brand livery and identity

, 86

differential practices adopted by competitors

, 91–95

inflection point for

, 97–100

integrating retail network by

, 81

measures by RIL to win confidence of customers

, 97

operational and organizational changes done by

, 96–97

petroleum business future at

, 73

Petroleum Retail Business Market

, 77–78

Pre-authorization of transactions

, 85–86

process

, 76

Q&Q Assurance

, 83–85

regulatory framework for petroleum business in India

, 99

Reliance Group

, 74–75

Reliance’s Market Entry

, 78–79

Reliance’s Petroleum Business Unit

, 76

Retail Outlet formats on highways

, 81

Retail Outlets

, 77

service differentiation

, 79–81

unexpected turn of events

, 89–91

Reource allocation

, 186

Reputation

, 353

Research and development (R&D)

, 13

Resistance to change

, 409

Resource-based view (RBV)

, 46, 284, 285, 290

further perspectives

, 297–299

resources, capabilities, and competencies

, 290–295

SPAcE matrix

, 295–297

See also Market-based view (MBV)

Resource(s)

, 290–295

advantages

, 285

heterogeneity

, 292

imitability

, 293

Restrictive government policy

, 188

Restructuring

, 226

Retail behaviors and norms

, 15

Retail brands

, 90

Retail network integration by RIL

, 81–86

Retail outlets

, 77

formats on highways

, 81

Retailers

, 377

Retention

, 288

Retrenchment strategy

, 239–240

Return on capital employed

, 76, 204

Return on Equity (ROE)

, 204

Return on investment maximization

, 147–148

Return on Net Worth (RoNW)

, 204

Revenue model

, 402

Reverse innovations

, 252–253

Revolutionary strategies

, 123–124

Rigid consequence

, 399

Risks

, 209–210

and dangers for generic strategies

, 359, 362

Rivalry among existing competitors

, 189–190

Road and Transportation Authority (RTA)

, 141

“Rolling” forecast

, 59

Rowe, D.

, 329

Rubach M.

, 317

Sabre system

, 210

Sachs, G.

, 3

Safaricom

, 23

Safety

, 140

campaign

, 146

principle

, 138–139

Sainsbury’s in Egypt

, 317, 335

Egyptian retail food industry

, 321–323

entry mode

, 329–330

entry to Egypt

, 323–329

food expenditures in Egypt

, 324–325

grocery retailers

, 320

group profit and loss account

, 318–319

international organizational structure

, 328

marketing

, 331–333

number of retail food outlets and Sainsbury’s major competitors

, 326–327

other issues

, 333–335

staffing

, 330–331

Sales districts, operating units

, 129

Samsung Electronics

, 23, 24

Scientific management approaches

, 60

Sebora, T C.

, 317

Second Punic War

, 47

Sequential ambidexterity

, 307

Service agents

, 19

Service contexts

, 19

Service differentiation

, 79–81

Shared responsibility – participative approach

, 412

“Shared value”

, 25–27

Shareholders

, 44

Shielding

, 293, 295

Shift supervisor (SS)

, 85

Short-term

objectives

, 119–120

return on investment

, 327

Simultaneous ambidexterity

, 307

Single shot strategy model (3 S’s model)

, 177–179

Six sigma approach

, 178–179

Sixth competitive force

, 192

SME

, 252

Social aspects of emerging markets

, 8–10

Software solutions

, 382

Sony Company

, 115, 119

South Africa’s wine industry

, 427–428

Spain’s wine industry

, 431

Speedy victory

, 55–56

Spice Jet

, 202, 204

Spinners

, 313

St. Gallen business model navigator

, 402

Stability position (SP)

, 295, 296

Staffing management

, 111

Starbucks

, 19

Strategic alliances

, 241–244, 258–259

Strategic assessment

, 58

Strategic business unit (SBU)

, 127, 129, 222, 294

Strategic businesses

, 126

Strategic change approach

, 411–413

Strategic conflict view

, 305

Strategic direction

, 58–59

“Strategic fit”

, 185–186

Strategic followers

, 185–186

Strategic growth

, 4

Strategic industry factors (SIF)

, 300

Strategic integration

, 306

Strategic leaders

, 185–186

Strategic leadership

, 414–415

Strategic management

, 45, 60, 109

as academic discipline

, 46

basic conceptions in

, 113

competitive advantage

, 120–124

Etihad Rail

, 137–154

growth

, 120

Inchcape plc.

, 157–161

levels of strategies

, 126–134

mission

, 114, 115

objectives

, 118–120, 121

profit

, 116–117

stages of strategies

, 125–126

strategic planning

, 109, 111–113

strategy concept

, 124–125

values

, 118, 119

vision

, 114–116

Strategic managers

, 238

Strategic objectives

, 119–120

Strategic paradigms

, 283

BDT

, 300–302

MBV

, 285–290

mega trends

, 310–314

RBV

, 290–299

S-C-P model

, 283–285

Strategic pillars objectives

, 120

Strategic planning

, 52–53, 109–113

model

, 59

Strategic plans

, 59

“Strategic position and action evaluation” matrix (SPAcE matrix)

, 295–297

Strategic rule-breakers

, 185–186

Strategic Transportation Evaluation & Assessment Model (STEAM)

, 140

“Strategizing”

, 309–310

Strategy

, 45–46, 49–51, 52, 124–125

business

, 43–45

in business

, 50

contemporary schools

, 68–70

corporate and military similarities

, 51–59

corporate vs. business strategy

, 128

development process

, 130

ESSO

, 134

evaluation

, 125, 126

evolution

, 60, 61

formulation

, 50–51, 125, 126

hierarchy

, 185–186

Inchcape plc.

, 101–107

levels

, 126

making process

, 185

and management hierarchy

, 131

origin

, 46–49

petroleum business future at RIL

, 73–100

SBU

, 127, 129

schools of strategic thought

, 62–66

stages

, 125–126

strategic management as academic discipline

, 46

strategic theory architecture

, 130

strategy vs. business model

, 133

traditional schools

, 66–67

Strategy, structure, systems, staff, skills, style, and shared values, steering pattern, syndication model, (9 S’s model)

, 180–181

Strategy, structure, systems, staff, skills, style, and shared values (7 S’s model)

, 176–177

Strategy as positioning

See Market-based view (MBV)

“Strategy as simple rules” approach

, 298

“Strategy as stretch and leverage” concept

, 284

Strategy execution

, 125, 126, 406

change

, 409–411

role of strategist within organization

, 413–414

strategic change approach

, 411–413

strategic leadership

, 414–415

Strategy–structure–systems framework

, 163

Strengths, weaknesses, opportunities, threats analysis (SWOT analysis)

, 67, 168–172, 406

Strengths–opportunities strategies (SO strategies)

, 169–170

Strengths–threats strategies (ST strategies)

, 169–170

Structural ambidexterity. See Simultaneous ambidexterity

Structural analysis

, 192–195

Structure–conduct–performance model (S-C-P model)

, 183, 283–285

from field of industrial economics

, 287

“Stuck in the middle” firm

, 358, 362–364

“Sub-prime” customers

, 388

Sud, Alok (RIL)

, 73

Supermarket

, 322

Suppliers

, 176

bargaining power

, 191

Supply chain structure

, 227

Survival

, 358

Sustainable communities

, 118

Sustainable Living Plan

, 25

Sustained competitive advantage

, 122, 170

Sustaining innovations

, 22

Syed Zamberi Ahmad

, 137

Synergy from Etihad deal

, 208–212

System solution

, 372, 382

Tactical planning

, 53

Taoist concept

, 57

Target return on capital

, 178

Target segment(s)

, 402

Taxation

, 159

Technical analysis

, 212

Technology and innovation

, 192–193

Telcos

, 379, 380, 384

dominance

, 368–369

Telecare Corporation Company

, 115

Temporary competitive advantage

, 122

Tender offer

, 246

Thailand

regulation of alcohol

, 266–271

wine consumption in

, 272–275

wine industry

, 263, 267–269

Threat(s)

, 168, 209–210

of entry

, 187–189

3M Company

, 115

ThyssenKrupp Company

, 121

Time to market (TTM)

, 178

Timing rules

, 298

TM

, 370

Top-down approaches

, 44

Top-down–unilateral approach

, 412

Total quality management (TQM)

, 178

Touch-n-Go

, 380–381

Trade-off, strategic ingredients

, 124

Traditional schools

, 66–67

Trans Manager

, 86

Transaction facilitators

, 8

TransConnect program

, 79, 89

Transferring skills

, 226

Transnational strategy

, 253

Transportation industry

, 150

in UAE

, 139–140

Transworld Group

, 153

Truck stops

, 82–83

TuneTalk

, 370

Turbulence

, 311

U-Mobile

, 370

Unequal access to distribution channels

, 188

Unique advertising proposition (UAP)

, 351

Unique selling proposition (USP)

, 127, 351

United Arab Emirates (UAE)

, 137, 138

transportation industry in

, 139–140

United Kingdom (UK)

, 318

United States (US)

, 318

Department of Defense

, 58

wine industry

, 426

Unrelated diversification

, 238–239

Urbanization

, 4

“Value-for-money” strategy

, 22, 23, 24, 25

Value(s)

, 118

chain

, 402, 403

core values

, 119

proposition

, 79, 402

value-based positioning

, 124

Van Agtmael, Antoine W. (IFC)

, 3

Variable rationality

, 302

Vedera, Madhavi

, 198

Vehicle strategy

, 241

cooperation/alliance among competitors

, 243–245

joint venture

, 245–246

mergers/acquisitions

, 246–251

strategic alliances

, 241–243

Venture capital funders

, 166–167

Vertical integration strategies

, 227–228

Vision

, 114–116

formulation

, 117

Vodacom

, 23

Waging business

, 52

Wal-Mart Company

, 115

Walt Disney Company

, 115, 119

“War plans”

, 59

Weaknesses–opportunities strategies (WO strategies)

, 169–170

Weaknesses–threats strategies (WT strategies)

, 169–170

WIMAX provider

, 370

Wine(s)

, 272–273

of Chile trade association

, 421, 422

connection

, 265, 275

consumers

, 431–435

consumption in Thailand

, 272–275

enthusiasts

, 271–272

ILA

, 437

industry structure

, 263–266

market study in Thailand (2005)

, 273

Winning strategy

, 51–52

World Health Organization (WHO)

, 25

World Trade Organization (WTO)

, 257

XOX Com

, 370