Publisher's Synopsis
Retailing operates in an increasingly complex business environment, and the purpose in writing this book is twofold. Firstly, there is concern at the scant attention given in the literature to the implementation of strategy. There is a vast amount written concerning strategic analysis and the selection of strategic direction from an array of strategic alternatives. The problems of implementation have been left to the practitioner to resolve and very rarely do they have the time, or indeed the incentive, to contribute the results to the academic literature.;The second purpose has been to explore (and expand upon) the notion that a corporate strategy comprises a series of strategies for each of the major functions of the business. And further, that the strategic planning process concerns an understanding of the resource base of the company: the basic activities of the company must be understood together with their capabilities and capacities.;This book argues that unless a strategy is developed for those activities responsible for implementing the strategic direction of the company, it is unlikely that the strategy, or the corporate objectives it seeks to achieve, will be successful.;The book considers that the effective management of operations is crucial to the success of retailing companies.
