“Corporate strategy is the pattern of major objectives, purposes, or goals and essential policies and plans for achieving those goals stated in such a way as to define what business the company is in or is to be in and the kind of company it is or is to be. In a changing world it is a way of expressing a persistent concept of the business so as to exclude some possible new activities and suggest entry into others.”

—  Kenneth R. Andrews

Source: Quote, The Concept of Strategy, 1971, p. 28

Adopted from Wikiquote. Last update June 3, 2021. History

Help us to complete the source, original and additional information

Do you have more details about the quote "Corporate strategy is the pattern of major objectives, purposes, or goals and essential policies and plans for achievin…" by Kenneth R. Andrews?
Kenneth R. Andrews photo
Kenneth R. Andrews 12
Business scholar 1916–2005

Related quotes

Philip Kotler photo

“Good mission statements focus on a limited number of goals, stress the company’s major policies and values, and define the company’s major competitive scopes. These include:”

Philip Kotler (1931) American marketing author, consultant and professor

Industry scope: The industry or range of industries in which a company will operate. For example, DuPont operates in the industrial market... and 3M will go into almost any industry where it can make money.
Products and applications scope: The range of products and applications that a company will supply. St. Jude Medical aims to “serve physicians worldwide with high-quality products for cardiovascular care.”
Competence scope: The range of technological and other core competencies that a company will master and leverage. Japan’s NEC has built its core competencies in computing, communications, and components to support production of laptop computers, televisions, and other electronics items.
Market-segment scope: The type of market or customers a company will serve. For example, Porsche makes only expensive cars for the upscale market and licenses its name for high-quality accessories.
Vertical scope : The number of channel levels from raw material to final product and distribution in which a company will participate... [or] may outsource design, manufacture, marketing, and physical distribution.
Geographical scope: The range of regions or countries in which a company will operate. At one extreme are companies that operate in a specific city or state...
A company must redefine its mission if that mission has lost credibility or no longer defines an optimal course for the company
Source: Marketing Management, Millenium Edition, 2001, p. 41 ; Chapter 3. Corporate and Division Strategic Planning

David Packard photo

“I want to discuss why a company exists in the first place. In other words, why are we here? I think many people assume, wrongly, that a company exists simply to make money. While this is an important result of a company’s existence, we have to go deeper and find the real reasons for our being.... Purpose (which should last at least 100 years) should not be confused with specific goals or business strategies (which should change many times in 100 years). Whereas you might achieve a goal or complete a strategy, you cannot fulfill a purpose; it’s like a guiding star on the horizon—forever pursued but never reached. Yet although purpose itself does not change, it does inspire change. The very fact that purpose can never be fully realized means that an organization can never stop stimulating change and progress.”

David Packard (1912–1996) American electrical engineer, co-founder of Hewlett-Packard, businessman, U.S. Deputy Secretary of Defense,…

David Packard (1960) cited in: Bruce Jones. "The Difference Between Purpose and Mission." in Harvard Business Review, Feb. 02, 2016.

“A policy is a formulation of long term goals and purposes and of the values and aspirations by which those goals and purposes are not only defined but are to be translated into activities and practices. Thus a policy is an affirmation, perhaps a reaffirmation, of what may be taken for granted or is implied, but what is frequently ignored or neglected or inadequately recognized in plans and programs and customary operations. Sometimes a policy serves to point out where these goals and purposes and these values are being blocked or sacrificed to various short-term ends or convenience.”

Lawrence K. Frank (1890–1968) American cyberneticist

National Policy for the Family (1948)

“Trade unions, governments, business corporations, political parties, and the like are formal structures in the sense that they represent rationally ordered instruments for the achievement of stated goals.”

Philip Selznick (1919–2010) American sociologist

Source: "Foundations of the Theory of Organization," 1948, p. 25

“A business process is a collection of activities that takes one or more kinds of input and creates an output that is of value to the customer. A business process has a goal and is affected by events occurring in the external world or in other processes.”

Michael Hammer (1948–2008) American academic

Source: Reengineering the Corporation, 1993, p. 35

N. R. Narayana Murthy photo

“Perhaps the biggest problem before Indian Corporates is that of the concept of ‘corporate throne’. If the company is not doing well, the old guard must make way for new.”

N. R. Narayana Murthy (1946) Indian businessman

Source: Entrepreneur of the New Millenium: N.R. Narayana Murthy : Life & Times of N.R. Narayana Murthy, p. 29

Richard Rumelt photo

“Some of the biggest changes have been in the process of generating business strategies—what I call “strategy work.” Around 1980, the received wisdom was to decentralize into business units, which would each generate a strategic plan. These plans were then amalgamated up the hierarchy, in some portfolio way, for senior management. That approach has all but disappeared, and we’ve seen a dramatic recentralization of strategy work.”

Richard Rumelt (1942) American economist

Response to the question: "You’ve been teaching about, researching, and consulting on business and corporate strategy for 35 years. What changes have you seen in that time?"
"McKinsey Quarterly interview," 2007

Peter F. Drucker photo

“"Value added" is a meaningless concept for a retail business, for a bank, for a life insurance company, and for any other business which is not primarily engaged in manufacturing.”

Peter F. Drucker (1909–2005) American business consultant

Source: 1960s - 1980s, MANAGEMENT: Tasks, Responsibilities, Practices (1973), Part 3, p. 647

“One goal of a senator or representative is satisfying constituents. Publicity is essential, and one way to get publicity is to push for new policy initiatives.”

John W. Kingdon (1940) American political scientist

Source: Agendas, Alternatives, and Public Policies - (Second Edition), Chapter 2, Participants on the Inside of Government, p. 38

“Companies that enjoy enduring success have core values and a core purpose that remain fixed while their business strategies and practices endlessly adapt to a changing world. The dynamic of preserving the core while stimulating progress is the reason that companies such as Hewlett-Packard, 3M, Johnson & Johnson, Procter & Gamble, Merck, Sony, Motorola, and Nordstrom became elite institutions able to renew themselves and achieve superior long-term performance.”

Jerry I. Porras (1938) American writer

Source: "Building your company's vision," 1996, p. 65

Related topics