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Strategic Management : Concepts and Cases,9780130269959

Strategic Management : Concepts and Cases

by
Edition:
8th
ISBN13:

9780130269959

ISBN10:
0130269956
Format:
Hardcover
Pub. Date:
11/1/2000
Publisher(s):
Prentice Hall
List Price: $115.00

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Summary

The tenth edition of "Strategic Management" is a current, well-written strategic management book with the most up-to-date compilation of cases available. Designed in functional four-color, it offers a popular practitioner-oriented perspective, focuses on skill-building in all major areas of strategy formation, implementation, and evaluation, and weaves three very contemporary themes throughout each chapter globalization, the natural environment, and e-commerce. 46 Experiential Exercises, and 43 cases are included. The author provides and overview of strategic management, as well as strategy formulation and implementation, strategy evaluation, strategic management case analysis, 46 Experiential Exercises and 43 cases including service company cases and manufacturing company cases. For management professionals, small business owners and others involved in business.

Table of Contents

Preface viii
Introduction How to Analyze a Business Policy Case xxii
What Is a Business Policy Case? xxiv
Guidelines for Preparing Case Analyses xxiv
The Need for Practicality xxiv
The Need for Justification xxiv
The Need for Realism xxiv
The Need for Specificity xxv
The Need for Originality xxv
The Need to Contribute xxv
Preparing a Case for Class Discussion xxv
The Case Method Versus Lecture Approach xxvi
The Cross-Examination xxvi
Preparing a Written Case Analysis xxvi
The Executive Summary xxvii
The Comprehensive Written Analysis xxvii
Steps in Preparing a Comprehensive Written Analysis xxvii
Making an Oral Presentation xxviii
Organizing the Presentation xxviii
Controlling Your Voice xxviii
Managing Body Language xxviii
Speaking from Notes xxix
Constructing Visual Aids xxix
Answering Questions xxix
Fifty Tips for Success in Case Analysis xxix
PART 1 Overview of Strategic Management 2(48)
The Nature of Strategic Management
2(48)
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 Strtegic Management
8(4)
Strategists
9(1)
Vision and Mission Statements
9(1)
External Opportunities and Threats
10(1)
Internal Strengths and Weaknesses
10(1)
Long-Term Objectives
11(1)
Strategies
11(1)
Annual Objectives
12(1)
Policies
12(1)
The Strategic-Management Model
12(2)
Benefits of Strategic Management
14(2)
Financial Benefits
15(1)
Nonfinancial Benefits
15(1)
Why Some Firms Do No Strategic Planning
16(1)
Pitfalls in Strategic Planning
17(1)
Guidelines for Effective Strategic Management
17(2)
Business Ethics and Strategic Management
19(4)
Comparing Business and Military Strategy
23(1)
The Nature of Global Competition
23(6)
Advantages and Disadvantages of International Operations
25(4)
The Cohesion Case and Experiential Exercises
29(1)
The Cohesion Case: America Online, Inc., 200
30(16)
Experiential Exercises
46(4)
Experiential Exercise 1A: Strategy Analysis for America Online (AOL)
46(1)
Experiential Exercise 1B: Developing a Code of Business Ethics for America Online (AOL)
46(1)
Experiential Exercise 1C: The Ethics of Spying on Competitors
47(1)
Experiential Exercise 1D: Strategic Planning for My University
48(1)
Experiential Exercise 1E: Strategic Planning at a Local Company
48(1)
Experiential Exercise 1F: Does My University Recruit in Foreign Countries?
49(1)
PART 2 Strategy Formulation 50(186)
The Business Mission
50(24)
What Do We Want to Become?
52(3)
What Is Our Business?
55(2)
Vision Versus Mission
56(1)
The Process of Developing a Mission Statement
56(1)
Importance of Vision and Mission Statements
57(2)
A Resolution of Divergent Views
58(1)
Characteristics of a Mission Statement
59(5)
A Declaration of Attitude
59(3)
A Customer Orientation
62(1)
A Declaration of Social Policy
63(1)
Components of a Mission Statement
64(1)
Writing and Evaluating Mission Statements
65(6)
Experiential Exercises
71(3)
Experiential Exercise 2A: Evaluating Mission Statements
71(1)
Experiential Exercise 2B: Writing a Vision and Mission Statement for America Online (AOL)
72(1)
Experiential Exercise 2C: Writing a Vision and Mission Statement for My University
72(1)
Experiential Exercise 2D: Conducting Mission Statement Research
73(1)
The External Assessment
74(48)
The Nature of an External Audit
76(2)
Key External Forces
76(1)
The Process of Performing an External Audit
76(2)
Economic Forces
78(2)
Social, Cultural, Demographic, and Environmental Forces
80(5)
The U.S.-Mexican Border
83(2)
Political, Governmental, and Legal Forces
85(7)
Politics in Mexico
87(1)
Politics in Russia
88(2)
Politics in China
90(2)
Technological Forces
92(2)
Competitive Forces
94(5)
Competitive Intelligence Programs
96(2)
Cooperation Among Competitors
98(1)
Competitive Analysis: Porter's Five-Forces Model
99(3)
Rivalry Among Competing Firms
99(2)
Potential Entry of New Competitors
101(1)
Potential Development of Substitute Products
101(1)
Bargaining Power of Suppliers
101(1)
Bargaining Power of Consumers
101(1)
Sources of External Information
102(3)
Internet
102(3)
Forecasting Tools and Techniques
105(2)
Making Assumptions
106(1)
The Global Challenge
107(6)
The Impact of Diverse Industrial Policies
107(2)
Globalization
109(1)
China: Opportunities and Threats
110(1)
Hong Kong
110(1)
Taiwan
111(2)
Industry Analysis: The External Factor Evaluation (EFE) Matrix
113(2)
The Competitive Profile Matrix (CPM)
115(5)
Experiential Exercises
120(2)
Experiential Exercise 3A: Developing an EFE Matrix for America Online
120(1)
Experiential Exercise 3B: The Internet Search
120(1)
Experiential Exercise 3C: Developing an EFE Matrix for My University
120(1)
Experiential Exercise 3D: Developing a Competitive Profile Matrix for America Online
121(1)
Experiential Exercise 3E: Developing a Competitive Profile Matrix for My University
121(1)
The Internal Assessment
122(38)
The Nature of an Internal Audit
124(3)
Key Internal Forces
125(1)
The Process of Performing an Internal Audit
125(2)
Integrating Strategy and Culture
127(5)
American Versus Foreign Cultures
129(3)
Management
132(5)
Planning
132(2)
Organizing
134(1)
Motivating
134(1)
Staffing
135(1)
Controlling
136(1)
Management Audit Checklist of Questions
137(1)
Marketing
137(4)
Customer Analysis
137(1)
Selling Products/Services
137(1)
Product and Service Planning
138(1)
Pricing
138(1)
Distribution
139(1)
Marketing Research
139(1)
Opportunity Analysis
140(1)
Marketing Audit Checklist of Questions
141(1)
Finance/Accounting
141(5)
Finance/Accounting Functions
141(1)
Basic Types of Financial Ratios
142(4)
Finance/Accounting Audit Checklist of Questions
146(1)
Production/Operations
146(3)
Production/Operations Audit Checklist of Questions
149(1)
Research and Development
149(1)
Internal and External R&D
149(1)
Research and Development Audit Checklist of Questions
150(1)
Computer Information Systems
150(3)
Strategic Planning Software
151(1)
Computer Information Systems Audit Checklist of Questions
152(1)
The Internal Factor Evaluation (IFE) Matrix
153(5)
Experiential Exercises
158(2)
Experiential Exercise 4A: Performing a Financial Ratio Analysis for America Online (AOL)
158(1)
Experiential Exercise 4B: constructing an IFE Matrix for America Online (AOL)
158(1)
Experiential Exercise 4C: Constructing an IFE Matrix for My University
158(2)
Strategies in Action
160(38)
Long-Term Objectives
162(1)
The Nature of Long-Term Objectives
162(1)
Not Managing by Objectives
163(1)
Types of Strategies
163(1)
Integration Strategies
164(5)
Forward Integration
164(2)
Backward Integration
166(2)
Horizontal Integration
168(1)
Intensive Strategies
169(1)
Market Penetration
169(1)
Market Development
169(1)
Product Development
170(1)
Diversification Strategies
170(4)
Concentric Diversification
172(1)
Horizontal Diversification
172(1)
Conglomerate Diversification
173(1)
Defensive Strategies
174(3)
Retrenchment
174(1)
Divestiture
175(2)
Liquidation
177(1)
Joint Ventrure and Combination Strategies
177(3)
Joint Venture
177(3)
Combination
180(1)
Michael Porter's Generic Strategies
180(2)
Cost Leadership Strategies
181(1)
Differentiation Strategies
181(1)
Focus Strategies
182(1)
The Value Chain
182(1)
Mergers
182(3)
Leverged Buyouts (LBOs)
184(1)
Strategic Management in Nonprofit and Governmental Organizations
185(2)
Educational Institutions
186(1)
Medical Organizations
186(1)
Governmental Agencies and Departments
187(1)
Strategic Management in Small Firms
187(5)
Experiential Exercises
192(6)
Experiential Exercise 5A: What Happened at America Online in the Year 2000?
192(1)
Experiential Exercise 5B: Examining Strategy Articles
192(1)
Experiential Exercise 5C: Classifying Some Year 2000 Strategies
193(1)
Experiential Exercise 5D: Strategic Management at the Dynamic Computer Company
194(2)
Experiential Exercise 5E: How Risky Are Various Alternative Strategies?
196(1)
Experiential Exercise 5F: Developing Alternative Strategies for My University
196(1)
Experiential Exercise 5G: Lessons in Doing Business Globally
197(1)
Strategy Analysis and Choice
198(38)
The Nature of Strategy Analysis and Choice
200(1)
The Process of Generating and Selecting Strategies
201(1)
A Comprehensive Strategy-Formulation Framework
201(2)
The Input Stage
203(1)
The Matching Stage
203(16)
The Threats-Opportunities-Weaknesses-Stregths (TOWS) Matrix
204(4)
The Strategic Position and Action Evaluation (SPACE) Matrix
208(4)
The Boston Consulting Group (BCG) Matrix
212(3)
The Internal-External (IE) Matrix
215(2)
The Grand Strategy Matrix
217(2)
The Decision Stage
219(4)
The Quantitative Strategic Planning Matrix (QSPM)
219(3)
Positive Features and Limitations of the QSPM
222(1)
Cultural Aspects of Strategy Choice
223(1)
The Politics of Strategy Choice
223(2)
The Role of a Board of Directors
225(6)
Experiential Exercises
231(5)
Experiential Exercise 6A: Developing a TOWS Matrix for America Online (AOL)
231(1)
Experiential Exercise 6B: Developing a SPACE Matrix for America Online (AOL)
231(1)
Experiential Exercise 6C: Developing a BCG Matrix for America Online (AOL)
231(1)
Experiential Exercise 6D: Developing a QSPM for America Online (AOL)
232(1)
Experiential Exercise 6E: Formulating Individual Strategies
232(1)
Experiential Exercise 6F: The Mach Test
232(2)
Experiential Exercise 6G: Developing a BCG Matrix for My University
234(1)
Experiential Exercise 6H: The Role of Boards of Directors
235(1)
Experiential Exercise 6I: Locating Companies in a Grand Strategy Matrix
235(1)
PART 3 Strategy Implementation 236(64)
Implementing Strategies: Management Issues
236(38)
The Nature of Strategy Implementation
238(2)
Management Perspectives
239(1)
Annual Objectives
240(2)
Policies
242(2)
Resource Allocation
244(1)
Managing Conflict
244(1)
Matching Structure with Strategy
245(4)
The Functional Structure
246(1)
The Divisional Structure
247(1)
The Strategic Business Unit (SBU) Structure
248(1)
The Matrix Structure
249(1)
Restructuring, Reengineering, and E-Engineering
249(3)
Restructuring
251(1)
Reengineering
251(1)
Linking Performance and Pay to Strategies
252(2)
Managing Resistance to Change
254(1)
Managing the Natural Environment
255(3)
Creating a Strategy-Supportive Culture
258(4)
The Mexican Culture
259(1)
The Russian Culture
260(1)
The Japanese Culture
261(1)
Production/Operations Concerns When Implementing Strategies
262(1)
Human Resource Concerns When Implementing Strategies
263(8)
Employee Stock Ownership Plans (ESOPs)
264(2)
Balancing Work Life and Home Life
266(1)
Corporate Fitness Programs
267(4)
Experiential Exercises
271(3)
Experiential Exercise 7A: Revising America Online's Organizational Chart
271(1)
Experiential Exercise 7B: Matching Managers with Strategy
271(1)
Experiential Exercise 7C: Do Organizations Really Establish Objectives?
272(1)
Experiential Exercise 7D: Understanding My University's Culture
273(1)
Implementing Strategies: Marketing, Finance/Accounting, R&D, and CIS Issues
274(26)
The Nature of Strategy Implementation
276(1)
Marketing Issues
276(6)
Market Segmentation
278(2)
Product Positioning
280(2)
Finance/Accounting Issues
282(9)
Acquiring Capital to Implement Strategies
284(2)
Proforma Financial Statements
286(1)
Financial Budgets
287(1)
Evaluating the Worth of a Business
288(2)
Deciding Whether to Go Public
290(1)
Research and Development (R&D) Issues
291(3)
Computer Information Systems (CIS) Issues
294(4)
Experiential Exercises
298(2)
Experiential Exercise 8A: Developing a Product-Positioning Map for America Online (AOL)
298(1)
Experiential Exercise 8B: Performing an EPS/EBIT Analysis for America Online (AOL)
298(1)
Experiential Exercise 8C: Preparing Pro Forma Financial Statements for America Online (AOL)
298(1)
Experiential Exercise 8D: Determining the Cash Value of America Online (AOL)
299(1)
Experiential Exercise 8E: Developing a Product-Positioning Map for My University
299(1)
Experiential Exercise 8F: Do Banks Require Pro Forma Statements?
299(1)
PART 4 Strategy Evaluation 300(23)
Strategy Review, Evaluatio, and Control
300(23)
The Nature of Strategy Evaluation
302(4)
The Process of Evaluating Strategies
305(1)
A Strategy-Evaluation Framework
306(5)
Reviewing Bases of Strategy
306(2)
Measuring Organizational Performance
308(2)
Taking Corrective Actions
310(1)
Published Sources of Strategy-Evaluation Information
311(2)
Characteristics of an Effective Evaluation System
313(1)
Contingency Planning
314(2)
Auditing
316(1)
The Environmental Audit
317(1)
Using Computers to Evaluate Strategies
317(4)
Experiential Exercises
321(2)
Experiential Exercise 9A: Preparing a Strategy-Evaluation Report for America Online (AOL)
321(1)
Experiential Exercise 9B: Evaluating My University's Strategies
321(1)
Experiential Exercise 9C: Who Prepares an Environmental Audit?
321(2)
Name Index 323(2)
Subject Index 325(7)
Company Index 332


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