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Proposes a model of strategic planning as a basis to overcome the identified shortcomings in the past empirical research. The basic assumption of the proposed model is that an appropriate strategic analysis is necessary in order to ensure appropriate strategic decisions.

Shortcomings related to empirical research in the past were identified with the aim of discussing some possible reasons why the concept of manufacturing strategy had not been more widely adopted in practice and of developing the model of strategic planning. Based on the proposed model and relating to previous research, an empirical study of two relationships has been performed: first, between business strategic competence of an enterprise and business performance, and second, between business strategic competence and manufacturing strategic decision areas.

The goals of analysis in the process of strategic planning have been explained. Empirical findings about a positive relationship between business performance and business strategic competence confirmed the results of previous research. Some empirically significant relationships between strategic decision areas and manufacturing competitive priorities results were identified.

In order to guarantee effective decision making, the role of the analysis in the process of planning has to be understood. This phase of the planning process is not getting enough attention from practitioners. This results in decision making for which quick jumping to solution‐seeking is characteristic, without appropriate determination of problems beforehand.

The paper emphasises the importance of strategic analysis and problem identification to appropriate strategic decision making. This holds true not only of practical strategic decision making inside specific companies, but also of design and implementation of empirical research.

The purpose of this article is to present an overview of the area of strategic forecasting and its research directions and to put forward some ideas for improving management decisions.

This article is conceptual but also informed by the author’s long contact and collaboration with various business firms. It starts by presenting an overview of the area and argues that the area is as much a way of thinking as a toolbox of theories and methodologies. It then spells out a number of research directions and ideas for management.

Strategic forecasting is seen as a rebirth of long range planning, albeit with new methods and theories. Firms should make the building of strategic forecasting capability a priority.

The article subdivides strategic forecasting into three research avenues and suggests avenues for further research efforts.

The article provides five examples of ideas that may enable managers to analyze and understand the future of their firm’s environment, thus improving investments in a wide variety of areas.

This article’s contribution is a relatively novel way of theorizing within a somewhat neglected area. It also suggests several new practical ideas that may improve management decisions.

A case study is given of International Distillers & Vintners (UK) Limited (IDV (UK)) and an assessment made of the viability of translating theory into practice in the real world – the importance of having a strategy, of strategic planning, and having a success factor as a key component of an organisation′s competitive advantage. Following the appointment of a new managing director at IDV (UK) in 1982, three goals were established: (1) to more than double profits within five years; (2) to increase return on capital employed by almost 50 per cent within five years; and (3) to be the outstanding wine and spirit company in the UK. A sound strategy was required to achieve these goals. The historic background of the organisation is given and the strategic position of IDV (UK) in relation to its competitors and market share is described. A review of the state of the market is given and possible areas for expansion discussed. The quality and pedigree of certain brands and the quality and strength of leadership are proposed as the success factors upon which IDV (UK) could build. Details are given of how the organisation built upon these factors to achieve strategic success; the lessons learned; and the level of achievement and success in the marketplace.

The purpose of this paper is to identify and review empirical strategic management articles that pertain to supply chain management (SCM) and are published in top management journals.

The researchers review all articles published in five top management journals, namely, Academy of Management Journal, Administrative Science Quarterly, Management Science, Organization Science, and Strategic Management Journal, from 2004 to 2013, to identify empirical articles relevant to SCM. The researchers subsequently categorize the literature in thematic categories and subcategories, and they identify the theories informing the research and the methodologies applied.

The most prevalent finding of this literature review is that abundant research pertaining to SCM is being published in top management journals. This demonstrates that SCM is a broad phenomenon studied by scholars across disciplines; thus, a broader literature perspective can be beneficial to those working in this area. Moreover, the reviewed studies are informed by theories that extend beyond the “traditionally used” resource-based view and transaction cost economics. Finally, the majority of the research suggests an inter-organizational scope.

This study familiarizes logistics/SCM scholars with SCM-related research conducted in the strategic management field, informing them about the types of phenomena studied by strategic management scholars, the theoretical lenses and literature used to enhance understanding of these phenomena, and the empirical methodologies applied to examine those. Importantly, through this familiarization, logistics/SCM scholars can learn from but also contribute to the strategic management literature that pertains to SCM.

Part II outlines the strategic approach to competency assessment developed by Harbridge Consulting Group. This consists of five main building‐blocks, the components of which are selected and blended depending on the situation and needs. These comprise: the strategic review; strategic areas of competence; competency requirements; application; and job and business performance. Finally furnishes two brief case studies in order to illustrate the strategic approach to competency assessment outlined.

Trade and transport facilitation is a challenging area for international logistics and supply chains. A major problem in the area is the lack of a specific framework to support measurement and analyses of performance aspects concerning border‐crossing operations. The purpose of this study was to develop a framework for the area comprising strategic performance objectives of operations.

The framework derived from a theoretical and empirical basis. The empirical method involved a Delphi study with 11 experts with recognised knowledge in the area of international logistics and supply chain. The framework was validated through a substantive validity test conducted in a pilot study with 20 managers from organisations operating in a major international seaport overseas.

The study developed a framework structured by critical operations performance factors operationalised in terms of trade and transport facilitation aspects.

The framework was pre‐tested in a specific context in Brazil. Its construct validity and reliability require further testing and refinement.

The framework provides reference for the definition of priorities and targeted initiatives in specific areas of trade and transport operations at border‐crossing levels. The initiatives can be aligned with relevant strategic performance objectives of operations in general.

The theoretical, empirical, and practical issues addressed in the research provide an insightful basis for future research and managerial initiatives. The framework defined in the study offers robust measures that allow academics and practitioners to understand and address critical aspects inherent in the operational dimension of trade and transport facilitation.

The purpose of this paper is to develop a new integrated approach for the strategic logistics outsourcing process through identifying the logistics independent success factors (ISFs) and linking them with the firm’s strategic objectives and logistics requirements. Then, the new integrated approach will be used to compare the outsourcing processes for the upstream and downstream supply chain members. Studies of logistics outsourcing reveal the strategic importance of this process and the increasing need for new strategic approach.

The design is based on mixed methodology and integrated approach. The fuzzy decision-making trial and evaluation laboratory technique has contributed to the construction of interdependent relationships, development of impact-relationship maps (IRMs) and identifying ISFs. The fuzzy quality function deployment technique was used to link the strategic objectives, logistics requirements and the ISFs to evaluate and select logistics service providers (LSPs) strategically. Finally, two case studies (upstream and downstream supply chains) are used to demonstrate the new approach effectiveness and to highlight the differences/similarities between the two streams.

In addition to the new strategic logistics outsourcing approach, this study analysed the impact relationships of the LSPs’ framework factors and constructed their maps. In all, 21 ISFs have been identified: 8 logistics key performance indicators, 7 logistics services and activities and 6 logistics resources and capabilities. The two streams’ comparison relived several differences in terms of strategic objectives, logistics requirements and ISFs.

The new approach for strategic logistics outsourcing can help firms to perform a better multi-stakeholder multi-criteria strategic outsourcing process. In addition, the upstream–downstream supply chain comparison increases our understanding how different supply chain members perform different outsourcing processes.

This is one of the pioneering studies that compares the supply chain upstream–downstream perspectives to highlight logistics outsourcing similarities and differences. To the best of author’s knowledge, this is one of the first logistics outsourcing studies that identifies ISFs for strategic logistics outsourcing, provides the first IRMs for the strategic logistics factors and develops a new integrated approach for strategic logistics outsourcing

Notes the importance of strategic objectives to facilitate the development of competitive advantage in specific markets or market segments. Further notes the importance of the relationship between the firm’s strategies, organizational actions and performance for the development of quality‐focused performance measurement systems, based on results of a study of six firms identified as “world class” by academic and practitioner experts. Concludes with numerous recommendations regarding division and plant strategic quality objectives, quality‐focused performance measurement systems and quality‐focused performance measurement system linkages.

Aims to examine the performance affects of strategic integration in retail banking services.

Using a survey of retail banking executives, it is examined as to how the role of operations and marketing areas can assist retail banks to shape their competitive strategies.

It is found that proactiveness and competitive strategy substantially affect a retail bank's performance based on the strength of integration of operations and marketing areas.

Research is limited to retail banking services.

The research broadens the scope of the strategic fit concept towards the analysis of performance effects due to functional integration in retail banks.

This monograph covers a number of key articles and presentations by the author over the last decade. The points contained in them reflect a clear belief based on experience of creating significant cultural change so that banks become more market‐driven and customer‐orientated. Many of the forecasts made in the articles have become a reality in the marketplace. This monograph begins with a description of changes over the last decade: the introduction of the marketing function into banks, consumer responses, new competitors, technological developments, and the impact of Government. Marketing has faced many difficulties in the banking industry and competitive breakthroughs have not been easy to achieve. Many leaders in the industry believe in business/marketing strategy evolving in close association with IT planning – this is the second topic, IT support may be crucial. The importance of advertising and management of agency relationships is the subject of Chapter 3 – how can it be effectively used? Chapter 4 looks at the ways in which the consumer is presently getting a better deal; Chapter 5 describes the marketing success of the NatWest Piggy Bank within the context of a changing marketing culture. A wider repertoire of marketing techniques are used in the USA (Chapter 6) but if they are to be used in the same way here then the situation will need to approximate more closely to that of the USA – credit and credit cards are the particular focus and the US market is more aggressive. Chapters 7‐9 look at the future of financial services marketing from the retailer′s perspective – the retailer′s detailed approach to a possible new business has distinctive strengths, but their actual opportunities in this market may be restricted to an extent by, for example, inexperience and so lower credibility as vendors of some specialised services like investment management. Chapter 10 appraises the value and strategic nature of market research. Chapter 11 considers the movement of building societies into the wider personal financial services marketplace, the product′s role in the marketing mix, and the impact of the Single Market in Europe. Chapter 12 singles out the cost‐effective technique of automated vetting of customers′ creditworthiness from the special viewpoint of the building society. The monograph concludes with a discussion of the changing market and future prospects: the world of finance is no longer simple; money is no longer the common denominator; the consumer is now the focus; competition to provide services is fierce; the future is exciting!