as the progress of creation of the product or service moves towards its final outcome or market exchange. The de-integrated value chain may operate routinely across time or across an ongoing series of events; or it may instead be formed for specific purposes or contracts. Delegation - the process by which an individual manager allocates responsibility and authority to a subordinate, in order that a certain task or activity may be carried out by that subordinate on behalf of the organization. The level of delegated authority must be commensurate with (equivalent to) the level of responsibility associated with the task. Differentiated product-market strategy - in which a variety of products or services containing appropriate differentiating characteristics or attributes are positioned (or targeted) on a variety of different market segments. Each product or service may then be promoted by means of a segment-specific promotional mix. This process of differentiation may be achieved (i) by the accurate identification of the differences between the various market segments to be served; and (ii) by specifying the product or service so that it meets the need of any one segment, and varying it so that different product or service offerings meet the needs of a variety of different segments at the same time. Sources of differentiation include product or service specification, quality, operational or functional advantage, technology features, innovation features, brand, reputation, customer service offerings, and so on. Direction of business development - the process of business development, and the strategies that are used to implement it, may take a variety of different directions. The three main categories described in this book are (i) diversification or diversification growth, (ii) controlled diversity, and (iii) concentrating on the core business (or “sticking to the knitting”). Diversification - is a product-market strategy based on a new product or new service offer (or offers) in a new market (or markets). Diversification takes the product-market positioning of the enterprise into new directions. Divestment - is a product-market and business development strategy based on selling off or otherwise disposing of unwanted business activities, perhaps applying the resulting finance elsewhere within the enterprise. Divisionalization - is the establishment of semi-autonomous organization structures or responsibility centres. The process of divisionalization is a widely used mechanism by which to achieve some degree of decentralization. The level of decentralization inherent in any particular pattern of divisionalization is represented by the degree to which strategic decision-making authority and the control of resource allocation is vested in divisional not corporate management.

doi:10.4324/9781315602172-74

Chapter

as the progress of creation of the product or service moves towards its final outcome or market exchange. The de-integrated value chain may operate routinely across time or across an ongoing series of events; or it may instead be formed for specific purposes or contracts. Delegation - the process by which an individual manager allocates responsibility and authority to a subordinate, in order that a certain task or activity may be carried out by that subordinate on behalf of the organization. The level of delegated authority must be commensurate with (equivalent to) the level of responsibility associated with the task. Differentiated product-market strategy - in which a variety of products or services containing appropriate differentiating characteristics or attributes are positioned (or targeted) on a variety of different market segments. Each product or service may then be promoted by means of a segment-specific promotional mix. This process of differentiation may be achieved (i) by the accurate identification of the differences between the various market segments to be served; and (ii) by specifying the product or service so that it meets the need of any one segment, and varying it so that different product or service offerings meet the needs of a variety of different segments at the same time. Sources of differentiation include product or service specification, quality, operational or functional advantage, technology features, innovation features, brand, reputation, customer service offerings, and so on. Direction of business development - the process of business development, and the strategies that are used to implement it, may take a variety of different directions. The three main categories described in this book are (i) diversification or diversification growth, (ii) controlled diversity, and (iii) concentrating on the core business (or “sticking to the knitting”). Diversification - is a product-market strategy based on a new product or new service offer (or offers) in a new market (or markets). Diversification takes the product-market positioning of the enterprise into new directions. Divestment - is a product-market and business development strategy based on selling off or otherwise disposing of unwanted business activities, perhaps applying the resulting finance elsewhere within the enterprise. Divisionalization - is the establishment of semi-autonomous organization structures or responsibility centres. The process of divisionalization is a widely used mechanism by which to achieve some degree of decentralization. The level of decentralization inherent in any particular pattern of divisionalization is represented by the degree to which strategic decision-making authority and the control of resource allocation is vested in divisional not corporate management.

DOI link for as the progress of creation of the product or service moves towards its final outcome or market exchange. The de-integrated value chain may operate routinely across time or across an ongoing series of events; or it may instead be formed for specific purposes or contracts. Delegation - the process by which an individual manager allocates responsibility and authority to a subordinate, in order that a certain task or activity may be carried out by that subordinate on behalf of the organization. The level of delegated authority must be commensurate with (equivalent to) the level of responsibility associated with the task. Differentiated product-market strategy - in which a variety of products or services containing appropriate differentiating characteristics or attributes are positioned (or targeted) on a variety of different market segments. Each product or service may then be promoted by means of a segment-specific promotional mix. This process of differentiation may be achieved (i) by the accurate identification of the differences between the various market segments to be served; and (ii) by specifying the product or service so that it meets the need of any one segment, and varying it so that different product or service offerings meet the needs of a variety of different segments at the same time. Sources of differentiation include product or service specification, quality, operational or functional advantage, technology features, innovation features, brand, reputation, customer service offerings, and so on. Direction of business development - the process of business development, and the strategies that are used to implement it, may take a variety of different directions. The three main categories described in this book are (i) diversification or diversification growth, (ii) controlled diversity, and (iii) concentrating on the core business (or “sticking to the knitting”). Diversification - is a product-market strategy based on a new product or new service offer (or offers) in a new market (or markets). Diversification takes the product-market positioning of the enterprise into new directions. Divestment - is a product-market and business development strategy based on selling off or otherwise disposing of unwanted business activities, perhaps applying the resulting finance elsewhere within the enterprise. Divisionalization - is the establishment of semi-autonomous organization structures or responsibility centres. The process of divisionalization is a widely used mechanism by which to achieve some degree of decentralization. The level of decentralization inherent in any particular pattern of divisionalization is represented by the degree to which strategic decision-making authority and the control of resource allocation is vested in divisional not corporate management.

as the progress of creation of the product or service moves towards its final outcome or market exchange. The de-integrated value chain may operate routinely across time or across an ongoing series of events; or it may instead be formed for specific purposes or contracts. Delegation - the process by which an individual manager allocates responsibility and authority to a subordinate, in order that a certain task or activity may be carried out by that subordinate on behalf of the organization. The level of delegated authority must be commensurate with (equivalent to) the level of responsibility associated with the task. Differentiated product-market strategy - in which a variety of products or services containing appropriate differentiating characteristics or attributes are positioned (or targeted) on a variety of different market segments. Each product or service may then be promoted by means of a segment-specific promotional mix. This process of differentiation may be achieved (i) by the accurate identification of the differences between the various market segments to be served; and (ii) by specifying the product or service so that it meets the need of any one segment, and varying it so that different product or service offerings meet the needs of a variety of different segments at the same time. Sources of differentiation include product or service specification, quality, operational or functional advantage, technology features, innovation features, brand, reputation, customer service offerings, and so on. Direction of business development - the process of business development, and the strategies that are used to implement it, may take a variety of different directions. The three main categories described in this book are (i) diversification or diversification growth, (ii) controlled diversity, and (iii) concentrating on the core business (or “sticking to the knitting”). Diversification - is a product-market strategy based on a new product or new service offer (or offers) in a new market (or markets). Diversification takes the product-market positioning of the enterprise into new directions. Divestment - is a product-market and business development strategy based on selling off or otherwise disposing of unwanted business activities, perhaps applying the resulting finance elsewhere within the enterprise. Divisionalization - is the establishment of semi-autonomous organization structures or responsibility centres. The process of divisionalization is a widely used mechanism by which to achieve some degree of decentralization. The level of decentralization inherent in any particular pattern of divisionalization is represented by the degree to which strategic decision-making authority and the control of resource allocation is vested in divisional not corporate management. book

as the progress of creation of the product or service moves towards its final outcome or market exchange. The de-integrated value chain may operate routinely across time or across an ongoing series of events; or it may instead be formed for specific purposes or contracts. Delegation - the process by which an individual manager allocates responsibility and authority to a subordinate, in order that a certain task or activity may be carried out by that subordinate on behalf of the organization. The level of delegated authority must be commensurate with (equivalent to) the level of responsibility associated with the task. Differentiated product-market strategy - in which a variety of products or services containing appropriate differentiating characteristics or attributes are positioned (or targeted) on a variety of different market segments. Each product or service may then be promoted by means of a segment-specific promotional mix. This process of differentiation may be achieved (i) by the accurate identification of the differences between the various market segments to be served; and (ii) by specifying the product or service so that it meets the need of any one segment, and varying it so that different product or service offerings meet the needs of a variety of different segments at the same time. Sources of differentiation include product or service specification, quality, operational or functional advantage, technology features, innovation features, brand, reputation, customer service offerings, and so on. Direction of business development - the process of business development, and the strategies that are used to implement it, may take a variety of different directions. The three main categories described in this book are (i) diversification or diversification growth, (ii) controlled diversity, and (iii) concentrating on the core business (or “sticking to the knitting”). Diversification - is a product-market strategy based on a new product or new service offer (or offers) in a new market (or markets). Diversification takes the product-market positioning of the enterprise into new directions. Divestment - is a product-market and business development strategy based on selling off or otherwise disposing of unwanted business activities, perhaps applying the resulting finance elsewhere within the enterprise. Divisionalization - is the establishment of semi-autonomous organization structures or responsibility centres. The process of divisionalization is a widely used mechanism by which to achieve some degree of decentralization. The level of decentralization inherent in any particular pattern of divisionalization is represented by the degree to which strategic decision-making authority and the control of resource allocation is vested in divisional not corporate management.

DOI link for as the progress of creation of the product or service moves towards its final outcome or market exchange. The de-integrated value chain may operate routinely across time or across an ongoing series of events; or it may instead be formed for specific purposes or contracts. Delegation - the process by which an individual manager allocates responsibility and authority to a subordinate, in order that a certain task or activity may be carried out by that subordinate on behalf of the organization. The level of delegated authority must be commensurate with (equivalent to) the level of responsibility associated with the task. Differentiated product-market strategy - in which a variety of products or services containing appropriate differentiating characteristics or attributes are positioned (or targeted) on a variety of different market segments. Each product or service may then be promoted by means of a segment-specific promotional mix. This process of differentiation may be achieved (i) by the accurate identification of the differences between the various market segments to be served; and (ii) by specifying the product or service so that it meets the need of any one segment, and varying it so that different product or service offerings meet the needs of a variety of different segments at the same time. Sources of differentiation include product or service specification, quality, operational or functional advantage, technology features, innovation features, brand, reputation, customer service offerings, and so on. Direction of business development - the process of business development, and the strategies that are used to implement it, may take a variety of different directions. The three main categories described in this book are (i) diversification or diversification growth, (ii) controlled diversity, and (iii) concentrating on the core business (or “sticking to the knitting”). Diversification - is a product-market strategy based on a new product or new service offer (or offers) in a new market (or markets). Diversification takes the product-market positioning of the enterprise into new directions. Divestment - is a product-market and business development strategy based on selling off or otherwise disposing of unwanted business activities, perhaps applying the resulting finance elsewhere within the enterprise. Divisionalization - is the establishment of semi-autonomous organization structures or responsibility centres. The process of divisionalization is a widely used mechanism by which to achieve some degree of decentralization. The level of decentralization inherent in any particular pattern of divisionalization is represented by the degree to which strategic decision-making authority and the control of resource allocation is vested in divisional not corporate management.

as the progress of creation of the product or service moves towards its final outcome or market exchange. The de-integrated value chain may operate routinely across time or across an ongoing series of events; or it may instead be formed for specific purposes or contracts. Delegation - the process by which an individual manager allocates responsibility and authority to a subordinate, in order that a certain task or activity may be carried out by that subordinate on behalf of the organization. The level of delegated authority must be commensurate with (equivalent to) the level of responsibility associated with the task. Differentiated product-market strategy - in which a variety of products or services containing appropriate differentiating characteristics or attributes are positioned (or targeted) on a variety of different market segments. Each product or service may then be promoted by means of a segment-specific promotional mix. This process of differentiation may be achieved (i) by the accurate identification of the differences between the various market segments to be served; and (ii) by specifying the product or service so that it meets the need of any one segment, and varying it so that different product or service offerings meet the needs of a variety of different segments at the same time. Sources of differentiation include product or service specification, quality, operational or functional advantage, technology features, innovation features, brand, reputation, customer service offerings, and so on. Direction of business development - the process of business development, and the strategies that are used to implement it, may take a variety of different directions. The three main categories described in this book are (i) diversification or diversification growth, (ii) controlled diversity, and (iii) concentrating on the core business (or “sticking to the knitting”). Diversification - is a product-market strategy based on a new product or new service offer (or offers) in a new market (or markets). Diversification takes the product-market positioning of the enterprise into new directions. Divestment - is a product-market and business development strategy based on selling off or otherwise disposing of unwanted business activities, perhaps applying the resulting finance elsewhere within the enterprise. Divisionalization - is the establishment of semi-autonomous organization structures or responsibility centres. The process of divisionalization is a widely used mechanism by which to achieve some degree of decentralization. The level of decentralization inherent in any particular pattern of divisionalization is represented by the degree to which strategic decision-making authority and the control of resource allocation is vested in divisional not corporate management. book