Annotated Bibliography Business Planning and Strategy Student`s Name

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Annotated Bibliography
Johnson G, Scholes K, Whittington R. 2008. Exploring Corporate Strategy, 8th Edition, FT
Prentice Hall, Essex, 2008, Print
This book discusses strategic planning as a process where a company`s strategy team evaluates it`s past, the present, and prospects it future from its environment. Johnson (2008) calls it as the strategic process of thinking about the business and its associated environment as an incorporated whole thing. Johnson (2008) describes it as the process through which a business executive planning or strategy team is structured to primarily think about three key questions on a continuous basis: What is the business? Where does the business wish to arrive, when and how? Myopic business development is the business strategy that lacks foresight or discernment, a narrow view of the business prospects (Johnson, 2008). Johnson (2008) further distinguishes between short-sighted corporate planning or short-sighted business and management practices.
Strategy and Business Models
Teece, D. (2010). Business Models, Business Strategies and Innovation. Retrieved From, <>
November 24, 2013
This is an article that was written by an academic authority in business training and research and published at Long Range Planning. David Teece holds a PHD in economics from the University of Pennsylvania and has published hundreds of articles. This article presents the interaction between business models, business strategies, strategic intent and skill based strategic thinking are mutually dependent on each other. According to Teece (2010), each concept must be an integral part of a business for the business to achieve overall business success. The paper has resourceful information with applicable concepts to be applied in creating market significance by the business. Teece (2010) argues that business models are typically methodical procedures and methods used to distribute the firm`s product or service in a particular market.
Mission, Vision and Goals
Grusenmeyer D. (2010). Mission, Vision & Goals. Retrirved From, < > November 24, 2013
Grusenmeyer David is an experienced expert in corporate planning and has ventured in many corporate forums. Grusenmeyer (2010) describes business strategies as elements that typically give the business a solid direction which is the execution of the entrepreneurial business plan for the company. In particular, this article describes that business has a mission, a vision and a goal that should be achieved in the course of it lifespan (Grusenmeyer, 2010). Grusenmeyer (2010) analysis the strategic intent of a company is how the firm will accomplish its through a vision. In a similar way, Grusenmeyer (2010) describes the purpose of mission and goals in the planning process.
Strategic Development
Bradford D. & Duncan B. (2000). Simplified Strategic Planning. Chandler House
The book by Bradford and Duncan (2000) describes basics on strategic planning by businesses. The book focuses on skill based strategic development that is simply the firm`s long-run plan for implementing it vision and advancing it future development. Bradford and Duncan (2000) argue that if the concepts are independent in accomplishment, they work together for the major goal of the organization. The book insists that a company must have a concrete business plan that consists of a vision as well as goals that provide direction to the business. According to Bradford and Duncan (2000), plan ought to comprise steps that will guide the business to uphold and to develop as the business evolves. Bradford and Duncan (2000) further argue that these are the solid systems that help the company to avoid myopic business strategy development by giving the management concrete plans and a defined vision.
Global Market Expansion
Lymbersky, C.(2008) “Market Entry Strategies”, p. 364 Management Laboratory Press, Hamburg
This book focuses on marketing strategies especially for companies venturing into new markets globally. Lymbersky (2008) argues due to extensive market competition in countries and continents, many companies and businesses should seek to grow their potential in international retail market. New countries and continents present themselves as the only market with growing consumer base which makes their new market venture worth investing. Lymbersky (2008) recommends considering the fast growing world economies as the best markets to venture as new markets. Lymbersky (2008) book stated above contains current and actual market information of the world market and business environment to encourage and promote success in new market ventures.
New Market Strategy
Karniel, A., & Reich, Y. (2011). Managing the dynamics of new product development processes: A new product lifecycle management paradigm. London: Springer.
This book describes the strategies a business takes in expanding it operations. Karniel and Reich (2011) argue that companies are executing several strategies to expand and protect the business from the toughening competition and market climate. Particularly, Karniel and Reich (2011) states that firms have a continued focus on market expansion in conventional market and establishing new market in the medical arena. This book can help a person to cover a market gap that the company can identify in the modern market. Karniel and Reich (2011) describes how the chain has shifted towards technology by increasing strategies of dominating the market and expansion into new markets such.
New Product Strategy
Kahn, K. B. (2006). New product forecasting: An applied approach. Armonk, N.Y: M.E.
Sharpe, Inc.
This book by Kahn (2006) presents rich information on how companies focus on serious advertising and promotion exercise across all geographical areas. The book also focuses on the importance of the business focus on new product promotion through online, mobile, social-network sites and TV-based technology (Kahn, 2006). Kahn (2006) recommends that businesses focus of their efforts on marketing strategies that will increase their earnings in the changing economic and business environment. Kahn (2006) describes that the changing business environment is due to increased need for performance and advance in technology that necessitates aggressive marketing options. This book generally teaches of how firms can increase their marketing potential in anticipation new products.
Practicing Financial Planning
Mittra, P. & Robert ,A. (2007). “Practicing Financial Planning for Professionals” (Practitioners` Edition), 10th Edition. Rochester Hills Publishing, Inc.
This book does not directly address business strategy but financial planning as a component of business planning and strategy. According to Levin and Michele (2008), companies should work to achieve sustainable business financial performance. According to Levin and Michele (2008), this is achieved when the business reaches the break even point. In the management function of costing, it is the point where the organization has to produce revenue equal to the expenses (Levin and Michele, 2008). The main element of this book is to train business leaders to plan to increase business revenue and avoid market domination.
Management and Planning
Williams, B., & Kinicki, A. (2006). Management: A practical introduction. (2nd ed.). New
York: McGraw-Hill/Irwin
This book introduces people to the world of business management and planning as part of management. In this analysis, the part of the book that relates to this analysis is business planning and strategies as functions of management. The book presents management as an element of the holistic organizational performance. The book gives proper insight to the aspects of business planning not as an element of strategy but as the core function of any business management practice. Williams and Kinicki (2006) presents a simplified way of understanding the roles that are related to the function of business planning and corporate strategy. This is well achieved by Williams and Kinicki (2006) by giving practical examples and cases for further analysis.
Business Strategy and Change
Anderson, D. & Anderson, L.A. (2001). Beyond Change Management: Advanced Strategies for Today`s Transformational Leaders. San Francisco: Jossey-Bass.
This book gives critical insight of the need to manage change as a way of implementing business plans and strategies. Anderson and Anderson (2001) argue that change is the next thing that goes wrong in many organizations that are trying to implement new business plans and unfamiliar business. Anderson and Anderson (2001) states that every new strategy or plan should be approached by the management differently due to the changing work environment and operational dynamics. This book presents a new level of knowledge regarding the role of change management in management and business strategy. This way, management will understand the requirements of every new strategy, business plan or a marketing strategy and will implement them by considering the proposed changes.
Business Planning and People
Bulla, D. & Scott, P. (1994) Manpower requirements forecasting: a case example, in Human Resource Forecasting and Modelling, ed D Ward, T P Bechet and R Tripp, Human Resource Planning Society, New York
This book discusses the management of business plans and strategies by managing people into implementing them. Bulla and Scott (1994) illustrates that many effective managers state that people are the most important assets of an organization and should be managed well in line with strategies of an organization. Therefore all the dynamics that affect people will automatically affect the implementation of business plans and strategies. Bulla and Scott (1994) recommends that management should therefore learn to value their employees as much as they value business plans and strategies. These dynamics that affect the organization through the people in the organization are the issues captured in the study of organization behavior (Bulla & Scott, 1994). This book illustrates the management of several management circumstances of organization human resource planning that come into play especially in regard to management plans and strategies.
Business Planning and Motivation
Robbins. S. (2004). Organizational Behavior – Concepts, Controversies and Applications. Prentice Hall.
This book is on organization behavior discusses but contains important resource on the elements of management needed for the implementation of business plans and corporate strategy. Motivation is one of the main forces that determine whether new business plans will be made, implemented and evaluated. According to Robbins (2004), motivation is the force that makes people to behave in certain ways different from many other alternatives for them. It is a set of internal or external forces to a person that stimulate enthusiasm to pursue certain courses of action (Robbins, 2004). The book describes employee behavior and motivation to include all the organizational processes that arouse and maintain certain employee behavior in a bid to achieve business plans and new corporate strategies.
Market Opportunities
Khanna, T., & Palepu, K. (2010). Winning in Emerging Markets: A Road Map for Strategy and
Execution. Harvard Business Press
This book describes how business management should identify business opportunities that are appropriate to their business plans and strategies. According to Khanna and Palepu (2010), corporate strategists should identify institutional voids of a business market ecosystem with either missing or non-functional support institutions. The book discusses business environment from global perspectives where institutional voids are normally experienced especially in emerging markets and poor or growing economies. This book encourages companies to innovate within their business line or to protect their current market it from competition. Through proper corporate strategies and sound business planning function, managements of companies are able to device planning tools to dominate the value chain and expand their market (Khanna & Palepu, 2010).
Integrated Management Approach
Lawrence K. (2010). “Management and Executive Development.” Reference for Business: Encyclopedia of Business. 25 Mar 2011
This book describes that through planning and strategies, organizations instinctively integrate with their environment of institutions and networks in their principal markets. Lawrence (2010) argues that when they penetrate new markets, they come across infrastructure and institutional differences. Lawrence (2010) recommends that businesses have to change their entire rational model and adjust to the new environment in order to handle new market. Alternatively, they can acquire or partner with local firms that are well adapted to the environment. Since some companies operate in several countries across continents, it must monitor the political economic and social climate as well as laws and regulations governing business in all those countries (Lawrence, 2010). Therefore, this book recommends that companies should operate with a global economic outlook while at the same time focusing on each individual country market.
Social Responsibility
Mejia, G., Luis R. David B. Balkin & Robert L. Cardy (2008). Management: People,
Performance, Change, 3rd edition. New York, New York USA: McGraw-Hill
This book by Mejia at al focuses on managing humanistic elements that affect business planning and strategies. This book describes the role of social beliefs and culture in the market and how they affect new ventures and strategies (Mejia et al, 2008). These dynamics necessitate companies to adopt an integrated or assimilation management in its acquisitions. The book describes how a company should adopt strict corporate social responsibility and business ethics to identify with the environment and corporate climate. The book recommends that companies can establish such roles and several social responsibility programs through business trusts and foundations. Mejia et al (2008) argues that strict corporate social responsibility can give a company and its business plans competitive advantage both in existing and in new markets.
Chan K. (2005). Blue Ocean Strategy. Boston: Harvard Business School Press. pp. 210 – 211.
This book discusses one of organizational strategies that can be applied by contemporary business planning function. According to Chan (2005), out performing other competitor is a typical market and competition strategy for organizations to create corporate success and market dominance. Chan (2005) argue in the book that the strategy cannot be pursued at the expense of pursuing the organization`s growth. The concept of Blue Ocean can be applied to achieve high organizational growth and profits an by creating new market niche in an uncontested market space other than by competing head-to-head with other competitors for existing customers in a known industry (Chan (2005).
Traverso, D. (2000). Outsmarting Goliath, Bloomberg Press, Princeton, 2000.
This book discusses new strategies of achieving more results from limited abilities. The book gets it inspiration from the bibilical achievement of winning aginst giants using what can be discussed as leverage. Traverso (2000) argues that application of financial and business leverage can be the most imporntant tool of achieving waht seeems like impossible to achieve.

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