Corporate strategies

D. HounsheU and J. Kenly Smith, Jr., Science and Corporate Strategy DuPont ReH9 1902—1980, Cambridge University Press, New York, 1988. 

A. Roussel, K. N. Saad, and T. J. Erikson, Third-Generation RC D Managing the Eink to Corporate Strategy, Harvard Business School Press, Boston, Mass., 1991, p. 160. 

The key point to remember is that your company s top management s day-to-day priorities are almost certainly different from yours. Their job is to guide the company as a whole, over the long term. In determining how best to do this, they must consider business operations in the context of a range of factors (economic, social, political) that influence corporate strategy. 

Hounshell, D. A., and Smith, J. K. (1988). Science and Corporate Strategy DuPont R D, 1902-1980. New York Cambridge University Press. 

Ensuring the achievement of quahty health services dehvery to the pubhc in a safe, accessible and effective manner through the control of the manufacture, distribution, storage, and dispensing of both human and animal medicines throughout Zimbabwe at a sustainable cost. Corporate Strategy and Plan 1999-2001. 

Jeffrey L. Sturchio. Chemistry and Corporate Strategy at Du Pont, Research Management. 27 (1984) 10-18. Source for transformation from explosives to nonexplosives and for history of industrial labs. 

Hughes, A. (2005). Corporate strategy and the management of ethical trade the case of the UK food and clothing retailers , Environment and Planning A, 37 (7), 1145-63. 

Gollis, D. J. Montgomery, G. A. 1997. Corporate Strategy A Resource-Based View. New York Irwin/McGraw-Hill. 

Rothberg, R. R. 1976. Corporate Strategy and Product Innovation. New York Macmillan. Smil, V. 2001. Enriching the Earth Fritz Haber, Carl Bosch and the Transformation of World Eood Production. Cambridge, MA MIT Press. 

The book Science and Corporate Strategy DuPont R D, 1902-1980 by Hounshell and Smith (1988) presents a well-documented story of the long journey of nylon from discovery to the marketplace. A large number of people were involved. The effort received many lucky breaks, as well as entering and abandoning numerous blind alleys, and requiring dedication and determination when things looked bleak. The journey can be divided into a number of phases that overlap in time the exploration-discovery phase, the development phase, and the commercialization-business phases. 

Skinner W (1969) Manufacturing - missing link in corporate strategy. Harvard Business Review 47 136-145... 

Companies therefore need to work on two fronts at home they must develop a corporate strategy for China and adjust the organization and processes accordingly, and in China they need to achieve excellence in setting up and managing the local operations. 

Florian Budde is a director of McKinsey, based in the Frankfurt office and with two years experience in the Seoul office. He is co-leader of the European chemicals practice and has served a large number of chemical clients on strategic, organizational, and operational issues, with an emphasis on capital market-oriented corporate strategy. He holds a PhD in physical chemistry from the Fritz-Haber-Institut der Max-Planck-Gesellschaft/Freie Universitat Berlin, and has worked as a researcher in the Physical Science department of IBM s T. J. Watson Research Center in New York. 

Karsten NeufFer is an associate principal at McKinsey and is based in the Berlin Office. He is a member of the global chemicals practice and the Asia House Frankfurt and co-leads the knowledge initiative on Chemicals in China . He has worked in various fields in the chemicals and non-ferrous metals industries, with a particular focus on corporate strategy, organization, corporate transformation, as well as China. He holds a master of science in industrial engineering and an MBA from the University of Chicago. 

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