The future of strategic market planning: a survey of U.S. firms
Article Abstract:
A survey of 1,000 senior level executives selected from Dun and Bradstreet's 'Million Dollar Directory' drew 107 responses to a six-page questionnaire on the selection of strategic business options. The survey explored the rationale behind strategic decisions made at the corporate, business and functional area levels. The types of strategic decisions discussed included choosing businesses to enter, competing within particular industries, and managing resources to improve productivity. For all three of these strategy levels, survey respondents tended to emphasize strategies that do not differ substantially from current behavior. The respondents demonstrated an aversion towards vertical integration, and a reluctance to seek new markets. The respondents placed little emphasis on research and development.
Publication Name: Business
Subject: Business
ISSN: 0163-531X
Year: 1987
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The state of strategic planning
Article Abstract:
A study of 222 Fortune 500 companies' strategic planning operations attempts to determine : 1. who is responsible for corporate strategy, 2. what economic forecasts are used to develop strategic plans, and 3. whether benefits from strategic planning are recognized or quantified. Results of the survey, which used a 4-page questionnaire, are detailed in 13 tables of managers' responses. The survey indicates that much of the recent bad press about strategic planning is undeserved. In summary, most companies depend almost exclusively on financial planning when deciding on future directions, strategic planning is far from a pervasive practice among US. industrial companies, and strategic planning is a graving (rather than a dying) corporate phenomenon, whose methods are still being developed.
Publication Name: Business
Subject: Business
ISSN: 0163-531X
Year: 1986
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Making people an organization's most important resource
Article Abstract:
Values are essential to setting and achieving goals. Once an organization identifies its values, it must determine the priorities of its values. A survey of senior management of Fortune 1000 companies was conducted to ascertain the priority of their corporate value systems. The survey revealed that the executives believed that the most important value systems included, in descending order, trust, excellence, and management skills. These three values were linked with the development, retention, and treatment of employees and are directly related to organizational effectiveness and productivity. Trust is essential to employer-employee relationships. Employees must see that the actions and words of management coincide in order for management to have credibility.
Publication Name: Business
Subject: Business
ISSN: 0163-531X
Year: 1990
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