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Strategic Management : Concepts,9780131503465
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Strategic Management : Concepts

by
Edition:
10th
ISBN13:

9780131503465

ISBN10:
0131503464
Format:
Hardcover
Pub. Date:
1/1/2005
Publisher(s):
PRENTICE HALL SCHOOL GROUP

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Summary

Featuring a model that is widely used for strategic planning among consultants and companies worldwide, this current, well-written book offers a practitioner-oriented perspective, meets all AACSB guidelines, and focuses on skill-building in all major areas of strategy formation, implementation, and evaluation.Global, natural environment and e-commerce themes are evident throughout the book which also contains 46 Experiential Exercises. A five-part organization includes an overview of strategic management; coverage of strategic formulation, implementation, and evaluation; and a strategic management case analysis.For consultants and other strategic planners.

Table of Contents

Preface xii
PART 1 Overview of Strategic Management
2(46)
The Nature of Strategic Management
2(46)
What Is Strategic Management?
5(3)
Defining Strategic Management
5(1)
Stages of Strategic Management
5(2)
Integrating Intuition and Analysis
7(1)
Adapting to Change
7(1)
Key Terms in Strategic Management
8(5)
Competitive Advantage
8(1)
Strategists
9(1)
Vision and Mission Statements
9(1)
External Opportunities and Threats
10(1)
Internal Strengths and Weaknesses
11(1)
Long-Term Objectives
11(1)
Strategies
12(1)
Annual Objectives
12(1)
Policies
13(1)
The Strategic-Management Model
13(2)
Benefits of Strategic Management
15(2)
Financial Benefits
16(1)
Nonfinancial Benefits
16(1)
Why Some Firms Do No Strategic Planning
17(1)
Pitfalls in Strategic Planning
18(1)
Guidelines for Effective Strategic Management
18(2)
Business Ethics and Strategic Management
20(4)
Comparing Business and Military Strategy
24(1)
The Nature of Global Competition
25(7)
Advantages and Disadvantages of International Operations
27(5)
Cohesion Case: Krispy Kreme Doughnuts, Inc.---2004
32(12)
Experiential Exercises
44(4)
Experiential Exercise 1A: Strategy Analysis for Krispy Kreme Doughnuts (KKD)
44(1)
Experiential Exercise 1B: Developing a Code of Business Ethics for Krispy Kreme Doughnuts (KKD)
44(1)
Experiential Exercise 1C: The Ethics of Spying on Competitors
45(1)
Experiential Exercise 1D: Strategic Planning for My University
46(1)
Experiential Exercise 1E: Strategic Planning at a Local Company
46(1)
Experiential Exercise 1F: Does My University Recruit in Foreign Countries?
47(1)
Experiential Exercise 1G: Getting Familiar with SMCO
47(1)
PART 2 Strategy Formulation
48(192)
The Business Vision and Mission
48(24)
What Do We Want to Become?
50(3)
What Is Our Business?
53(2)
Vision versus Mission
53(1)
The Process of Developing a Mission Statement
54(1)
Importance of Vision and Mission Statements
55(3)
A Resolution of Divergent Views
56(2)
Characteristics of a Mission Statement
58(5)
A Declaration of Attitude
58(2)
A Customer Orientation
60(2)
A Declaration of Social Policy
62(1)
Components of a Mission Statement
63(1)
Writing and Evaluating Mission Statements
63(6)
Experiential Exercises
69(3)
Experiential Exercise 2A: Evaluating Mission Statements
69(1)
Experiential Exercise 2B: Writing a Vision and Mission Statement for Krispy Kreme Doughnuts (KKD)
70(1)
Experiential Exercise 2C: Writing a Vision and Mission Statement for My University
70(1)
Experiential Exercise 2D: Conducting Mission Statement Research
71(1)
The External Assessment
72(40)
The Nature of an External Audit
74(2)
Key External Forces
75(1)
The Process of Performing an External Audit
75(1)
The Industrial Organization (I/O) View
76(1)
Economic Forces
77(2)
Russia's Economy
79(1)
Social, Cultural, Demographic, and Environmental Forces
79(4)
The U.S.---Mexican Border
81(2)
Political, Governmental, and Legal Forces
83(3)
Technological Forces
86(1)
Competitive Forces
87(5)
Competitive Intelligence Programs
89(2)
Cooperation Among Competitors
91(1)
Competitive Analysis: Porter's Five-Forces Model
92(4)
Rivalry Among Competing Firms
94(1)
Potential Entry of New Competitors
94(1)
Potential Development of Substitute Products
95(1)
Bargaining Power of Suppliers
95(1)
Bargaining Power of Consumers
95(1)
Sources of External Information
96(1)
Forecasting Tools and Techniques
96(1)
Making Assumptions
97(1)
The Global Challenge
97(4)
Multinational Corporations
98(1)
Globalization
98(1)
China: Opportunities and Threats
99(2)
Industry Analysis: The External Factor Evaluation (EFE) Matrix
101(3)
The Competitive Profile Matrix (CPM)
104(5)
Experiential Exercises
109(3)
Experiential Exercise 3A: Developing an EFE Matrix for Krispy Kreme Doughnuts (KKD)
109(1)
Experiential Exercise 3B: The External Assessment
109(1)
Experiential Exercise 3C: Developing an EFE Matrix for My University
109(1)
Experiential Exercise 3D: Developing a Competitive Profile Matrix for Krispy Kreme Doughnuts (KKD)
110(1)
Experiential Exercise 3E: Developing a Competitive Profile Matrix for My University
110(2)
The Internal Assessment
112(44)
The Nature of an Internal Audit
114(3)
Key Internal Forces
114(1)
The Process of Performing an Internal Audit
115(2)
The Resource-Based View (RBV)
117(1)
Integrating Strategy and Culture
118(5)
American versus Foreign Cultures
120(3)
Management
123(5)
Planning
123(2)
Organizing
125(1)
Motivating
126(1)
Staffing
127(1)
Controlling
127(1)
Management Audit Checklist of Questions
128(1)
Marketing
128(4)
Customer Analysis
128(1)
Selling Products/Services
129(1)
Product and Service Planning
129(1)
Pricing
129(1)
Distribution
130(1)
Marketing Research
130(2)
Opportunity Analysis
132(1)
Marketing Audit Checklist of Questions
132(1)
Finance/Accounting
132(7)
Finance/Accounting Functions
132(2)
Basic Types of Financial Ratios
134(3)
Finance/Accounting Audit Checklist of Questions
137(2)
Production/Operations
139(2)
Production/Operations Audit Checklist of Questions
141(1)
Research and Development
141(3)
Internal and External R&D
143(1)
Research and Development Audit Checklist of Questions
144(1)
Management Information Systems
144(2)
Strategic-Planning Software
145(1)
Management Information Systems Audit Checklist of Questions
146(1)
The Value Chain
146(1)
The Internal Factor Evaluation (IFE) Matrix
147(7)
Experiential Exercises
154(2)
Experiential Exercise 4A: Performing a Financial Ratio Analysis for Krispy Kreme Doughnuts (KKD)
154(1)
Experiential Exercise 4B: Constructing an IFE Matrix for Krispy Kreme Doughnuts (KKD)
154(1)
Experiential Exercise 4C: Constructing an IFE Matrix for My University
154(2)
Strategies in Action
156(40)
Long-Term Objectives
158(3)
The Nature of Long-Term Objectives
158(1)
Financial versus Strategic Objectives
159(1)
Not Managing by Objectives
159(1)
Levels of Strategies
160(1)
Types of Strategies
161(3)
The Balanced Scorecard
162(2)
Integration Strategies
164(3)
Forward Integration
164(1)
Backward Integration
165(1)
Horizontal Integration
166(1)
Intensive Strategies
167(2)
Market Penetration
167(1)
Market Development
167(1)
Product Development
168(1)
Diversification Strategies
169(3)
Concentric Diversification
169(2)
Horizontal Diversification
171(1)
Conglomerate Diversification
171(1)
Defensive Strategies
172(4)
Retrenchment
172(2)
Divestiture
174(1)
Liquidation
175(1)
Michael Porter's Generic Strategies
176(2)
Cost Leadership Strategies
177(1)
Differentiation Strategies
177(1)
Focus Strategies
178(1)
Means for Achieving Strategies
178(6)
Joint Venture/Partnering
178(3)
Joint Ventures in Russia
181(1)
Merger/Acquisition
181(3)
First Mover Advantages
184(1)
Outsourcing
184(1)
Strategic Management in Nonprofit and Governmental Organizations
185(2)
Educational Institutions
185(1)
Medical Organizations
186(1)
Governmental Agencies and Departments
187(1)
Strategic Management in Small Firms
187(5)
Experiential Exercises
192(4)
Experiential Exercise 5A: What Strategies Should Krispy Kreme Doughnuts (KKD) Pursue in 2004--2005?
192(1)
Experiential Exercise 5B: Examining Strategy Articles
192(1)
Experiential Exercise 5C: Classifying Some Year 2004 Strategies
193(1)
Experiential Exercise 5D: How Risky Are Various Alternative Strategies?
193(1)
Experiential Exercise 5E: Developing Alternative Strategies for My University
194(1)
Experiential Exercise 5F: Lessons in Doing Business Globally
195(1)
Strategy Analysis and Choice
196(44)
The Nature of Strategy Analysis and Choice
198(2)
The Process of Generating and Selecting Strategies
200(1)
A Comprehensive Strategy-Formulation Framework
200(1)
The Input Stage
201(1)
The Matching Stage
202(18)
The Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix
202(5)
The Strategic Position and Action Evaluation (SPACE) Matrix
207(5)
The Boston Consulting Group (BCG) Matrix
212(2)
The Internal-External (IE) Matrix
214(4)
The Grand Strategy Matrix
218(2)
The Decision Stage
220(4)
The Quantitative Strategic Planning Matrix (QSPM)
220(4)
Positive Features and Limitations of the QSPM
224(1)
Cultural Aspects of Strategy Choice
224(1)
The Politics of Strategy Choice
225(1)
Governance Issues
226(8)
Experiential Exercises
234(6)
Experiential Exercise 6A: Developing a SWOT Matrix for Krispy Kreme Doughnuts (KKD)
234(1)
Experiential Exercise 6B: Developing a SPACE Matrix for Krispy Kreme Doughnuts (KKD)
234(1)
Experiential Exercise 6C: Developing a BCG Matrix for Krispy Kreme Doughnuts (KKD)
234(1)
Experiential Exercise 6D: Developing a QSPM for Krispy Kreme Doughnuts (KKD)
235(1)
Experiential Exercise 6E: Formulating Individual Strategies
235(1)
Experiential Exercise 6F: The Mach Test
236(2)
Experiential Exercise 6G: Developing a BCG Matrix for My University
238(1)
Experiential Exercise 6H: The Role of Boards of Directors
238(1)
Experiential Exercise 6I: Locating Companies in a Grand Strategy Matrix
239(1)
PART 3 Strategy Implementation
240(68)
Implementing Strategies: Management and Operations Issues
240(40)
The Nature of Strategy Implementation
242(2)
Management Perspectives
243(1)
Annual Objectives
244(2)
Policies
246(2)
Resource Allocation
248(1)
Managing Conflict
249(1)
Matching Structure with Strategy
250(5)
The Functional Structure
251(1)
The Divisional Structure
251(2)
The Strategic Business Unit (SBU) Structure
253(1)
The Matrix Structure
254(1)
Restructuring, Reengineering and E-Engineering
255(2)
Restructuring
256(1)
Reengineering
257(1)
Linking Performance and Pay to Strategies
257(2)
Managing Resistance to Change
259(2)
Managing the Natural Environment
261(3)
Creating a Strategy-Supportive Culture
264(4)
The Mexican Culture
265(1)
The Russian Culture
265(1)
The Japanese Culture
266(2)
Production/Operations Concerns When Implementing Strategies
268(1)
Human Resource Concerns When Implementing Strategies
269(9)
Employee Stock Ownership Plans (ESOPs)
271(1)
Balancing Work Life and Home Life
271(2)
Benefits of a Diverse Workforce
273(5)
Experiential Exercises
278(2)
Experiential Exercise 7A: Revising Krispy Kreme Doughnuts' (KKD's) Organizational Chart
278(1)
Experiential Exercise 7B: Do Organizations Really Establish Objectives?
278(1)
Experiential Exercise 7C: Understanding My University's Culture
279(1)
Implementing Strategies: Marketing, Finance/Accounting, R&D, and MIS Issues
280(28)
The Nature of Strategy Implementation
282(1)
Marketing Issues
282(6)
Market Segmentation
283(4)
Does the Internet Make Market Segmentation Easier?
287(1)
Product Positioning
287(1)
Finance/Accounting Issues
288(11)
Acquiring Capital to Implement Strategies
290(3)
Projected Financial Statements
293(2)
Financial Budgets
295(2)
Evaluating the Worth of a Business
297(2)
Deciding Whether to Go Public
299(1)
Research and Development (R&D) Issues
299(2)
Management Information Systems (MIS) Issues
301(5)
Experiential Exercises
306(2)
Experiential Exercise 8A: Developing a Product-Positioning Map for Krispy Kreme Doughnuts (KKD)
306(1)
Experiential Exercise 8B: Performing an EPS/EBIT Analysis for Krispy Kreme Doughnuts (KKD)
306(1)
Experiential Exercise 8C: Preparing Projected Financial Statements for Krispy Kreme Doughnuts (KKD)
306(1)
Experiential Exercise 8D: Determining the Cash Value of Krispy Kreme Doughnuts (KKD)
307(1)
Experiential Exercise 8E: Developing a Product-Positioning Map for My University
307(1)
Experiential Exercise 8F: Do Banks Require Projected Financial Statements?
307(1)
PART 4 Strategy Evaluation
308(26)
Strategy Review, Evaluation, and Control
308(26)
The Nature of Strategy Evaluation
310(4)
The Process of Evaluating Strategies
313(1)
A Strategy-Evaluation Framework
314(6)
Reviewing Bases of Strategy
315(2)
Measuring Organizational Performance
317(1)
Taking Corrective Actions
318(2)
The Balanced Scorecard
320(1)
Published Sources of Strategy-Evaluation Information
320(3)
Characteristics of an Effective Evaluation System
323(1)
Contingency Planning
324(1)
Auditing
325(1)
The Environmental Audit
326(1)
Twenty-First-Century Challenges in Strategic Management
326(6)
The Art or Science Issue
326(1)
The Visible or Hidden Issue
327(1)
The Top-Down or Bottom-Up Approach
328(4)
Experiential Exercises
332(2)
Experiential Exercise 9A: Preparing a Strategy-Evaluation Report for Krispy Kreme Doughnuts (KKD)
332(1)
Experiential Exercise 9B: Evaluating My University's Strategies
332(1)
Experiential Exercise 9C: Who Prepares an Environmental Audit?
332(2)
PART 5 Strategic Management Case Analysis
334(15)
How to Prepare and Present a Case Analysis
334(2)
What Is a Strategic Management Case?
336(1)
Guidelines for Preparing Case Analyses
336(1)
The Need for Practicality
336(1)
The Need for Justification
336(1)
The Need for Realism
336(1)
The Need for Specificity
337(1)
The Need for Originality
337(1)
The Need to Contribute
337(1)
Preparing a Case for Class Discussion
337(1)
The Case Method versus Lecture Approach
338(1)
The Cross-Examination
338(1)
Preparing a Written Case Analysis
338(2)
The Executive Summary
339(1)
The Comprehensive Written Analysis
339(1)
Steps in Preparing a Comprehensive Written Analysis
339(1)
Making an Oral Presentation
340(5)
Organizing the Presentation
340(1)
Controlling Your Voice
340(1)
Managing Body Language
341(1)
Speaking from Notes
341(1)
Constructing Visual Aids
341(1)
Answering Questions
341(1)
Tips for Success in Case Analysis
342(1)
Content Tips
342(1)
Process Tips
343(1)
A Sample Case Analysis Outline
344(1)
Sample Case Analysis Outline
345(4)
Name Index 349(3)
Subject Index 352(5)
Company Index 357


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