The Right Tools for the Job: Selecting and Implementing the Most Appropriate Management Tools for Specific Business Purposes

347 Pages·2005·5.07 MB·English

by  Andrew Cox

The Right Tools for the Job
On the Use and Performance of Management
Tools and Techniques
Andrew Cox, Chris Lonsdale, Joe Sanderson
and Glyn Watson
The Right Tools for the Job
Also by the Authors
BUSINESS RELATIONSHIPS FOR COMPETITIVE ADVANTAGE
The Right Tools for the Job
On the Use and Performance of Management
Tools and Techniques
by
Andrew Cox, Chris Lonsdale, Joe Sanderson and Glyn Watson
© Andrew Cox, Chris Lonsdale, Joe Sanderson and Glyn Watson 2005
All rights reserved. No reproduction, copy or transmission of this
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of this work in accordance with the Copyright, Designs and Patents
Act 1988.
First published 2005 by
PALGRAVE MACMILLAN
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PALGRAVE MACMILLAN is the global academic imprint of the
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ISBN 1–4039–1881–3 hardback
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A catalogue record for this book is available from the British Library.
Library of Congress Cataloging-in-Publication Data
The right tools for the job : on the use and performance of
management tools and techniques / by Andrew Cox … [et al.].
p. cm.
Includes bibliographical references and index.
ISBN 1–4039–1881–3 (cloth)
1. Industrial management. I. Cox, Andrew W.
HD31.R525 2004
658–dc22 2004048876
10 9 8 7 6 5 4 3 2 1
14 13 12 11 10 09 08 07 06 05
Printed and bound in Great Britain by
Antony Rowe Ltd, Chippenham and Eastbourne
Contents
List of Figures vii
List of Tables ix
Preface xii
Introduction
Chapter 1: The Case For and Against the Use of Management
Tools and Techniques 3
Part I: Strategic Management
Chapter 2: Tools and Techniques for Strategic Management 27
Chapter 3: The Use of Strategic Management Tools and
Techniques 61
Part II: Marketing and Sales Management
Chapter 4: Tools and Techniques for Marketing and Sales
Management 93
Chapter 5: The Use of Marketing and Sales Management Tools
and Techniques 124
Part III: Operations and Production Management
Chapter 6: Tools and Techniques for Operations and
Production Management 159
Chapter 7: The Use of Operations and Production Management
Tools and Techniques 191
Part IV: Procurement and Supply Management
Chapter 8: Tools and Techniques for Procurement and Supply
Management 227
Chapter 9: The Use of Procurement and Supply Management
Tools and Techniques 251
v
vi Contents
Conclusions
Chapter 10: A Curate’s Egg: On the Use and Performance of
Management Tools and Techniques 285
Appendices 309
Index 323
List of Figures
1.1 The Survey Segmentation of Industry Sectors 17
2.1 The Break-Even Point Chart 31
2.2 The Causes and Effect Diagram for Cost Reduction 33
2.3 Cognitive Mapping Diagram 34
2.4 The Customer Profitability Matrix 38
2.5 The Shell Directional Policy Matrix 40
2.6 Shell Classification for Investment Decisions 41
2.7 Gap Analysis 44
2.8 Growth Share Matrix 45
2.9 The GSM Sequence for Success 45
2.10 The GSM Sequence for Disaster 46
2.11 Share Momentum Graph 46
2.12 Industry Growth Share Matrix 47
2.13 Industry Share Momentum Graph 47
2.14 The Customer/Product Pareto Matrix 50
2.15 Pareto Analysis of Production Cost and Manufacturing
Expenditure 51
2.16 Five Forces Model 55
2.17 The Product/Market Diversification Matrix 56
2.18 Dimensions of the Geographic Growth Vector 56
2.19 Value Chain Analysis 59
3.1 The Use of Strategy Tools and Techniques by
Industry Groups 69
4.1 Dimensions of AIO Framework 93
4.2 An Overview of Branding Decisions 95
4.3 Supplier Evaluation Model 96
4.4 Applicability of Buy-Phases to each Buy-Class 97
4.5 Innovation-Adoption Model 99
4.6 New-Product-Development Decision Process 105
4.7 Perceptual Map 107
4.8 Product Idea Flow-Chart Assessment 112
4.9 Product Idea Rating Device 113
4.10 Product-Line Sales and Profits 113
4.11 Product Map for a Paper Product-Line 114
4.12 Product-Line Stretching 115
4.13 The PZB Service Quality Model 116
4.14 VALS (2) Consumer Groups 122
5.1 The Use of Marketing and Supply Tools and Techniques by
Industry Groups 135
vii
viii List of Figures
6.1 A Typical ‘Behavioural’ Job Design Model 161
6.2 The Outlook Matrix 163
6.3 Graphical Representation of EOQ 166
6.4 The Hill Methodology of Operations Strategy Formulation 171
6.5 Importance-Performance Matrix 172
6.6 Levelled Scheduling 176
6.7 Precedence Diagram 180
6.8 Pareto Curve 181
6.9 The Product-Process Matrix 185
7.1 The Use of Operations and Production Tools and Techniques
by Industry Groups 201
8.1 A Model of Balanced Sourcing 228
8.2 Competitive Advantage – Strategic Vulnerability Model 229
8.3 A Model for Logistical Performance Measurement 231
8.4 The Generic Sourcing Strategies Matrix 233
8.5 Matching Organisation to Innovation 235
8.6 The Purchasing Portfolio Matrix 239
8.7 Classification of Purchasing Material Requirements 240
8.8 The EFQM Excellence Model 241
8.9 The Power Positioning Matrix 242
8.10 The Stages of Excellence Framework 244
8.11 Vulnerability Analysis 250
9.1 The Use of Procurement Supply Tools and Techniques
by Industry Groups 261
List of Tables
1.1 The Total Sample of 237 Companies Surveyed by
Industry Sectors 14
1.2 A Comparison of the Number of Tools and Techniques
Available and the Number of Tools in Actual Use 19
3.1 The Total Use of Strategy Tools and Techniques 63
3.2 The 12 Strategy Tools and Techniques Not Found in Use 64
3.3 The Use of Strategy Tools and Techniques by Business
Activity 66
3.4 The Rank Order Use of Strategy Tools and Techniques by
Industry Sector 68
3.5 Overall Objectives for Introducing Strategy Tools and
Techniques 74
3.6 The Functional Objectives for Introducing Strategy Tools
and Techniques 77
3.7 The Use and Impact of Strategy Tools and Techniques by
Industry Sector and Groupings 80
3.8 Rank Order Comparisons for Usage and Impact 82
3.9 The Barriers to Effective Implementation in the Strategy
Function 84
3.10 The Use and Performance of Strategy Tools and Techniques
in High, Medium and Low Risk Sectors 89
5.1 The Total Use of Marketing Tools and Techniques 126
5.2 The 11 Marketing and Sales Tools and Techniques Not
Found in Use 127
5.3 The Use of Marketing and Sales Tools and Techniques by
Business Activity 130
5.4 The Rank Order Use of Marketing and Sales Tools and
Techniques by Industry Sector 132
5.5 Overall Objectives for Introducing Marketing Tools and
Techniques 136
5.6 The Functional Objectives for Introducing Marketing
Tools and Techniques 139
5.7 The Use and Impact of Marketing and Sales Tools and
Techniques by Industry Sector and Groupings 141
5.8 Rank Order Comparisons for Usage and Impact 143
5.9 The Barriers to Effective Implementation in the Marketing
and Sales Function 146
5.10 The Use and Performance of Marketing and Sales Tools
and Techniques in High, Medium and Low Risk Sectors 153
ix