Long-Range Planning of Japanese Corporations

Description

This book tries to describe the formal long-range planning process of Japanese corporations, to analyze the formal strategic decision making process and to find theories through this analysis.

1.1 The concept of long-range planning 16
1.1.1 The characteristics of long-range planning 16
1.2 The effects of long-range planning 19
1.2.1 A model of the cause effect relationship 21
1.2.2 Effects on decision-making processes 22
1.3 Limitations and problems of long-range planning 25
1.4 Individual project plans and the comprehensiveness of the long-range plan 27
1.5 The concept of corporate strategy and long-range planning 29
1.5.1 The scope of corporate strategy 29
1.5.2 Decision making process 31
Summary 33
2.1 The position of the long-range plan within the overall planning process 38
Chapter 2 Systems and types of long-range planning 38
2.2 Components of the long-range plan 39
2.3.1 Differences in focuses on the process 44

1.1 The concept of long-range planning 16
1.1.1 The characteristics of long-range planning 16
1.2 The effects of long-range planning 19
1.2.1 A model of the cause effect relationship 21
1.2.2 Effects on decision-making processes 22
1.3 Limitations and problems of long-range planning 25
1.4 Individual project plans and the comprehensiveness of the long-range plan 27
1.5 The concept of corporate strategy and long-range planning 29
1.5.1 The scope of corporate strategy 29
1.5.2 Decision making process 31
Summary 33
2.1 The position of the long-range plan within the overall planning process 38
Chapter 2 Systems and types of long-range planning 38
2.2 Components of the long-range plan 39
2.3.1 Differences in focuses on the process 44
2.3 Types of long-range plans 44
2.3.2 Types of plans, according to the contents and amount of detail 45
2.3.3 Time horizons and the two-plan system 46
2.3.4 Revision of long-range plans 47
2.4 Contents of corporate plans 48
2.5 Consolidation of plans for subsidiaries within the plans of parent companies 50
2.6 The historical development of long-range planning 50
Summary 54
Appendix. Detailed components of the plan 55
Chapter 3 The process of planning 62
3.1 Features of strategic decision-making 62
3.2 Types of strategic decisions 64
3.3 The process of planning 68
3.4 Cases of planning process 75
3.5 Types of planning process 79
3.6 Three types of organizational process 80
3.7 Survey on the planning process in the organization 86
3.8 Planning schedules 89
Summary 89
Chapter 4 Organization for strategic planning 92
4.1 Top management 92
4.1.1 Top management team and the management committee 93
4.1.2 The effects of group decision-making on top management 93
4.1.3 Problems of the management committee 94
4.1.4 The role of top management in the long-range planning process 95
4.1.5 The changing of attitudes 95
4.1.6 Demographics and other characteristics of top management 96
4.2 The planning department 98
4.3 Project teams 101
4.3.1 Internal venture teams 102
4.5.1 Types of research policy 103
4.4 ‘Incubator’ departments 103
4.5 Organizational problems of research and development 103
4.5.2 Classification of research 104
4.5.4 Centralization versus decentralization of research laboratories 106
4.5.5 Internal organizational structure 106
4.5.3 Long-range planning for research and development 106
4.5.6 Combination of divergent capabilities 107
4.5.7 Interface between research, development, production engineering, production and marketing 109
4.5.8 Planning and freedom in research management 110
Summary 112
Chapter 5 Analysis of the environment 124
5.1 The characteristics of strategic information 124
5.2 Kinds of information 125
5.3 Identifying needs in strategic information 126
5.4 Database structure and data collection 131
5.5 Data sources 132
5.6 Collectors of information 133
5.7 Processing 134
5.8 Communication, storage and retrieval of information 136
Summary 136
Chapter 6 Internal analysis and the changing of corporate culture 142
6.1 Types of internal analyses 142
6.2 The system of internal analysis 145
6.3 The use of growth/share matrix (product-portfolio matrix) 148
6.5 Corporate culture and long-range planning 149
6.4 Sources of data 149
Summary 166
Appendix: Method of survey 173
Bibliography on corporate culture 174
7.1 The meaning of strategic issues 176
Chapter 7 Strategic issues and long-range goals 176
7.2 The process of finding strategic issues 177
7.3 The organizational process 181
7.4 Long-range goals 182
7.5 The process of deciding goal levels 183
7.6 The international comparison of goals 183
7.7 Long term visions and corporate philosophies 185
Summary 191
7.8 The implementations of long-term strategy 191
Chapter 8 Development of the product-market strategy 198
8.1 Approaches to product-market strategies 198
8.2 The options of product-market strategies and basic principles 202
8.3 The process of transformation 206
8.4 The use of planning techniques 211
Summary 213
Bibliography for product market strategy 216
Chapter 9 Resource structure planning 222
9.1 Areas of resource structure 222
9.2 The decision process 231
9.3 Using operational plans to construct resource structure plans 234
9.4 Capital investment 243
9.5 Information systems 252
9.6 Human resource planning 259
9.7The strategic acquisition of resources 274
Summary 276
Bibliography for resource structure 277
10.1 Evaluation criteria: rating scale methods 280
Part A The evaluation of strategy 280
10.2 Evaluation criteria: the matrix model 288
10.4 Strategic policies 289
10.5 The classification of evaluation 289
10.3 Quantitative measurements 289
10.6 The process of appraisal 293
Summary 296
Part B Resource allocation 297
10.7 Total amount 298
10.8 Allocation of resources to projects 299
10.9 The process of resource allocation 301
10.10 Political behaviour 302
Summary 303
Chapter 11 The integration of strategic decisions 304
11.1 Ranking of projects and co-ordination of planning activities 304
11.2 Interface between departments - conditions of self-coordination 308
11.3 Conflict resolution 311
Summary 317
12.1 Concept and types 318
Chapter 12 Long-range profit planning 318
12.2 Purpose and limitations 322
12.3 The process of profit planning 323
12.4 Profit planning and simulation 329
12.5 Profit improvement plans 330
12.6 Financial ratios 333
Summary 333
13.1 Increase of information 336
Chapter 13 Decision making under uncertainty 336
13.3 Sequential decisions 338
13.2 Range forecasting 338
13.4 Early warning systems 340
13.5 Contingency plans 341
13.6 Revision of the plan 344
13.7 Diversification and flexibility of business 345
13.8 Relative competitiveness and the strengthening of resource capabilities 345
13.9 The relationship between the four approaches 346
14.1 Models of implementation and control 348
Chapter 14 Implementation and control 348
14.2 Promotion of implementation 349
14.3 Action programmes 355
14.4 Follow-up 357
14.5 The rewards for implementation 363
Summary 364
Chapter 15 Problems and success factors 370
15.1 Frameworks of analysis 370
15.2 Problems 372
15.4.1 Strategy oriented culture 375
15.3 Meaning of success 375
15.4 Success factors 375
15.4.2 Planning systems 377
15.4.3 Strategic decisions in long-range planning 380
15.5 Recent changes in the long-range planning systems 384
Summary 385
References (all chapters) 392
Appendix: Sources of data 400
Index 404

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