Strategic Management: Concepts and Cases

by David, Fred

• ISBN13: 9780131503496
• ISBN10: 0131503499
• Edition: 10th
• Format: Hardcover
• Copyright: 2005-01-01
• Publisher: Pearson College Div

Summary

The tenth edition ofStrategic Managementis 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 chapterglobalization, 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	p. x
Overview of Strategic Management	p. 2
The Nature of Strategic Management	p. 2
What Is Strategic Management?	p. 5
Key Terms in Strategic Management	p. 8
The Strategic-Management Model	p. 13
Benefits of Strategic Management	p. 15
Why Some Firms Do No Strategic Planning	p. 17
Pitfalls in Strategic Planning	p. 18
Guidelines for Effective Strategic Management	p. 18
Business Ethics and Strategic Management	p. 20
Comparing Business and Military Strategy	p. 24
The Nature of Global Competition	p. 25
Cohesion Case: Krispy Kreme Doughnuts, Inc.--2004	p. 32
Experiential Exercises	p. 44
Strategy Formulation	p. 48
The Business Vision and Mission	p. 48
What Do We Want to Become?	p. 50
What Is Our Business?	p. 53
Importance of Vision and Mission Statements	p. 55
Characteristics of a Mission Statement	p. 58
Components of a Mission Statement	p. 63
Writing and Evaluating Mission Statements	p. 63
Experiential Exercises	p. 69
The External Assessment	p. 72
The Nature of an External Aduit	p. 74
The Industrial Organization (I/O) View	p. 76
Economic Forces	p. 77
Social, Cultural, Demographic, and Environmental Forces	p. 79
Political, Governmental, and Legal Forces	p. 83
Technological Forces	p. 86
Competitive Forces	p. 87
Competitive Analysis: Porter's Five-Forces Model	p. 92
Sources of External Information	p. 96
Forecasting Tools and Techniques	p. 96
The Global Challenge	p. 97
Industry Analysis: The External Factor Evaluation (EFE) Matrix	p. 101
The Competitive Profile Matrix (CPM)	p. 104
Experiential Exercises	p. 109
The Internal Assessment	p. 112
The Nature of an Internal Aduit	p. 114
The Resource-Based View (RBV)	p. 117
Integrating Strategy and Culture	p. 118
Management	p. 123
Marketing	p. 128
Finance/Accounting	p. 132
Production/Operations	p. 139
Research and Development	p. 141
Management Information Systems	p. 144
The Value Chain	p. 146
The Internal Factor Evaluation (IFE) Matrix	p. 147
Experiential Exercises	p. 154
Strategies in Action	p. 156
Long-Term Objectives	p. 158
Types of Strategies	p. 161
Integration Strategies	p. 164
Intensive Strategies	p. 167
Diversification Strategies	p. 169
Defensive Strategies	p. 172
Michael Porter's Generic Strategies	p. 176
Means for Achieving Strategies	p. 178
First Mover Advantages	p. 184
Strategic Management in Nonprofit and Governmental Organizations	p. 185
Strategic Management in Small Firms	p. 187
Experiential Exercises	p. 192
Strategy Analysis and Choice	p. 196
The Nature of Strategy Analysis and Choice	p. 198
A Comprehensive Strategy-Formulation Framework	p. 200
The Input Stage	p. 201
The Matching Stage	p. 202
The Decision Stage	p. 220
Cultural Aspects of Strategy Choice	p. 224
The Politics of Strategy Choice	p. 225
Governance Issues	p. 226
Experiential Exercises	p. 234
Strategy Implementation	p. 240
Implementing Strategies: Management and Operations Issues	p. 240
The Nature of Strategy Implementation	p. 242
Annual Objectives	p. 244
Policies	p. 246
Resource Allocation	p. 248
Managing Conflict	p. 249
Matching Structure with Strategy	p. 250
Restructuring, Reengineering and E-Engineering	p. 255
Linking Performance and Pay to Strategies	p. 257
Managing Resistance to Change	p. 259
Managing the Natural Environment	p. 261
Creating a Strategy-Supportive Culture	p. 264
Production/Operations Concerns When Implementing Strategies	p. 268
Human Resource Concerns When Implementing Strategies	p. 269
Experiential Exercises	p. 278
Implementing Strategies: Marketing, Finance/Accounting, R&D, and MIS Issues	p. 280
The Nature of Strategy Implementation	p. 282
Marketing Issues	p. 282
Finance/Accounting Issues	p. 288
Research and Development (R&D) Issues	p. 299
Management Information Systems (MIS) Issues	p. 301
Experiential Exercises	p. 306
Strategy Evaluation	p. 308
Strategy Review, Evaluation, and Control	p. 308
The Nature of Strategy Evaluation	p. 310
A Strategy-Evaluation Framework	p. 314
The Balanced Scorecard	p. 320
Published Sources of Strategy-Evaluation Information	p. 320
Characteristics of an Effective Evaluation System	p. 323
Contingency Planning	p. 324
Auditing	p. 325
Twenty-First-Century Challenges in Strategic Management	p. 326
Experiential Exercises	p. 332
Strategic Management Case Analysis	p. 334
How to Prepare and Present a Case Analysis	p. 334
What Is a Strategic Management Case?	p. 336
Guidelines for Preparing Case Analyses	p. 336
Preparing a Case for Class Discussion	p. 337
Preparing a Written Case Analysis	p. 338
Making an Oral Presentation	p. 340
Sample Case Analysis Outline	p. 345
Name Index	p. 349
Subject Index	p. 352
Company Index	p. 357
Service Company Cases
Telecommunications, Inc.
Verizon Communications, Inc.--2004	p. 2
Nextel Communications, Inc.--2004	p. 12
Airlines
Southwest Airlines Co.--2004	p. 24
AMR Inc.--2004	p. 34
Internet Companies
E*TRADE Financial, Corp.--2004	p. 42
eBay Inc.--2004	p. 50
Amazon.com, Inc.--2004	p. 62
Retailers
The Kroger Company--2003	p. 74
Limited Brands--2004	p. 88
Wal-Mart Stores, Inc.--2004	p. 102
Target Corporation--2003	p. 116
Entertainment
Mandalay Resort Group--2004	p. 124
Royal Caribbean Cruises Ltd.--2004	p. 134
Small For-Profit Business
The Quarry, Inc., Indoor Climbing Center--2004	p. 148
First Reliance Bank--2003	p. 160
Bridal Gallery--2003	p. 172
Champions Hydro-Lawn, Inc.--2003	p. 178
Nonprofit Organizations
The Audubon Nature Institute--2003	p. 188
Central United Methodist Church--2004	p. 200
The United States Postal Service--2004	p. 210
American Red Cross--2004	p. 220
The Classic Car Club of America--2004	p. 234
Utah Valley State College--2004	p. 244
Manufacturing Company Cases
Transportation
Harley-Davidson, Inc.--2004	p. 256
Winnebago Industries--2004	p. 264
Cosmetics
Avon Products, Inc.--2004	p. 274
Revlon, Inc.--2004	p. 284
Food and Beverage
Pilgrim's Pride Corporation--2004	p. 296
Anheuser-Busch Companies, Inc.--2004	p. 306
Aerospace
Boeing--2004	p. 314
Lockheed Martin Corporation--2004	p. 326
Computers
Apple Computer, Inc.--2004	p. 338
Gateway, Inc.--2004	p. 350
Medical
Stryker Corporation--2004	p. 360
Biomet, Inc.--2004	p. 368
Sporting Goods
Nike--2004	p. 380
Reebok International, Ltd. (RBK)--2004	p. 396
Calloway Golf Company--2004	p. 408
Tobacco
UST Inc.--2004	p. 416
R.J. Reynolds Tobacco Company--2004	p. 426
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