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Inchcape Group (A, A1, B and C)

Author: Lasserre, Philippe INSEAD Area: StrategyPublisher: Fontainebleau : INSEAD, 1993. ; INSEAD Euro-Asia Centre (EAC) 1993.Language: EnglishDescription: 16 p. + 11 p. + 12 p. + 16 p.Type of document: INSEAD CaseAbstract: These cases analyse the background, reasons for and nature of the strategic change initiated by the management of a large, diversified group as it positions itself for the 1990s. Emphasis is put on the interdependence of strategy, organisation and management, and finance. Case (A) presents the position of Inchcape at the end of 1982. It describes the historical development of the group, its portfolio of activities and its organisational structure, in order to allow a portfolio analysis of the company's strengths and weaknesses, and identify the need for change. Case (B) describes the corporate action taken during the period 1983-86. It follows the process of strategic planning leading to the identification of the core businesses and consequent rationalisation programme, and the move towards financial recovery. Case (C) presents the turnaround (1986-89) of Inchcape under a new central direction. It describes the implementation of strategic change, and examines its effects on the group's management, business organisation and finance function. It also identifies some of the future strategic challenges facing the group.Pedagogical Objectives: Pedagogical objectives not available
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Pedagogical objectives not available

These cases analyse the background, reasons for and nature of the strategic change initiated by the management of a large, diversified group as it positions itself for the 1990s. Emphasis is put on the interdependence of strategy, organisation and management, and finance. Case (A) presents the position of Inchcape at the end of 1982. It describes the historical development of the group, its portfolio of activities and its organisational structure, in order to allow a portfolio analysis of the company's strengths and weaknesses, and identify the need for change. Case (B) describes the corporate action taken during the period 1983-86. It follows the process of strategic planning leading to the identification of the core businesses and consequent rationalisation programme, and the move towards financial recovery. Case (C) presents the turnaround (1986-89) of Inchcape under a new central direction. It describes the implementation of strategic change, and examines its effects on the group's management, business organisation and finance function. It also identifies some of the future strategic challenges facing the group.

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