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Markus Kreutzer
Title
Prof. Dr.
Last Name
Kreutzer
First name
Markus
Email
markus.kreutzer@unisg.ch
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1 - 6 of 6
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PublicationSelecting the right growth mechanism : The choice between internal development, strategic alliances, and mergers & acquisitions(Springer, 2012)When seeking to realize growth strategies, firms have three choices: internal development, alliances, and mergers & acquisitions. However, how to choose be-tween these growth mechanisms is, however, not well-understood in practice. Managers seldom sufficiently strategically analyze this critical first step in any growth-related decision process. Instead, many managers commonly base their decision on "gut-feel" or simply follow successful traits. This chapter offers a framework to systematically guide managers in their choice of growth mecha-nisms. Four sets of factors should be simultaneously considered to decide on when to make, buy, or ally: the environment, the target, the growth strategy, and company-related factors. By systematically analyzing each growth mechanism's context-specific advantages and disadvantages, firms may avoid mistakes that could not be compensated for in later implementation phases.Type: book sectionIssue: Bd. 9
Scopus© Citations 3 -
PublicationType: book section
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PublicationTesco versus Sainsbury's Growth Strategies and Corporate Competitiveness 1990-2007The case compares the growth strategies (from 1990 to 2007) of the two main British grocery businesses: Sainsbury and Tesco. It starts in 1990, when Sainsbury was the clear market leader way ahead of Tesco. Today, this situation has changed dramatically with Tesco not only having overtaken Sainsbury but having reached twice the market share of its competitor which even lost the second position to Asda (a Wal-Mart subsidiary). This case describes the growth strategies and the concrete growth initiatives undertaken by the two competitors in the time period covered. Tesco provides a good example of how to move from being a small to being a big company. 10-15 years ago, Tesco was pretty much a British grocery business. Today it is an international business providing telephony, financial services, legal services, books, music, and electrical goods. Tesco has many different shop formats including hypermarkets and Express stores and has a successful on-line business.Type: book section
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PublicationTesco versus Sainsbury's: Growth Strategies and Corporate CompetitivenessIn 2008, the UK-based international food and general merchandising retailer Tesco reached a market share of about 30% in the UK, roughly the same as its rivals Sainsbury's and ASDA combined. Tesco has greatly diversified, extending its business lines from food into non-food, clothing, financial services, and telecommunications. It ranks sixth in the international retail market behind Wal-Mart (US), Carrefour (France), Home Depot (US), Metro (Germany), and Royal Ahold (Netherlands). Tesco was not always the dominant player it is today. In 1990, it was a mid-sized food chain far behind its rival, Sainsbury's. Starting in the 1990s, it pursued a broad set of growth initiatives, steadily increasing its market share and gaining importance. In 1995, Tesco surpassed Sainsbury's to become the UK's market leader. Today, Tesco is the clear market leader. How did that happen? Why was Tesco so successful in growing sales and profits, while Sainsbury's could not keep pace? Where did the competitive actions of these firms differ? Let us start with a close look at their origins.Type: book section
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PublicationStrategic initiatives: past, present and future(Edward Elgar, 2011)
;Mazzola, PietroKellermanns, Franz-WilliIn this chapter, we display the current disciplinary knowledge on strategic initiatives and outline future research areas. We begin with definitions of the concept, its various types and classifications, and describe several research streams focusing on them. Then, we propose an organizing framework for elaborating research on strategic initiatives and discuss in detail its single elements. We close by outlining future research opportunities.Type: book section -
PublicationControl Configurations and Strategic Initiatives(Cambridge University Press, 2010)
;Sitkin, Sim ;Cardinal, LauraBijlsma-Frankema, KatinkaThis chapter builds on the extensive prior work on control and especially its recent development into a broader configurational approach and applies it to the initiative level. Based on the concept of fit, we propose that each of six types of strategic initiatives is likely to benefit from a distinct control configuration able to accommodate its needs.Type: book section