The Strategic Management Process: Understanding Business Strategy in Global Markets

by Katsioloudes; Marios

• ISBN13: 9780750679664
• ISBN10: 0750679662
• Format: Nonspecific Binding
• Copyright: 2006-02-22
• Publisher: Routledge

Summary

Strategic Management has a unique approach goes beyond the traditional application for the for profit sector to address issues for the non-profit sector. It is the only graduate-level text that approaches strategic management from a global cultural perspective. In addition, complete resources for professors are available online featuring presentation material, additional cases, Q&As, and further reading. * Measures the impact of cultural, organizational, national and global issues on the strategic planning process * Complete web resources for tutors are available online featuring presentation material, additional cases, Q&As and further reading * Provides examples, exercises, and solutions to make this key part of international management easier and more successful

Table of Contents

Foreword	x
Acknowledgments	xiv
Introduction	xv
Part One: An Overview of the Strategic Planning Process	1	(66)
An Introduction to the Strategic Planning Process (SPP)	3	(34)
Introduction	3	(1)
The Importance of Strategic Management and Planning	4	(3)
Dynamic Strategic Management Process	7	(1)
Important Terms in Strategic Management	8	(6)
Strategic Levels	14	(6)
Stakeholders and Stakeholder Management	20	(4)
Organizational Strategists	24	(7)
The Case for Planning	31	(1)
Cultural Influences on the Strategic Planning Process	31	(1)
The Strategic Importance of Understanding the Global Environment	32	(1)
Summary	33	(1)
Discussion Questions	33	(1)
Endnotes	34	(3)
Contemporary Issues in the Strategic Planning Process	37	(30)
Introduction	37	(1)
Diversity: The Changing Workplace	38	(1)
Corporate Social Responsibility and Ethics	39	(7)
Benchmarking	46	(1)
Technology as a Strategic Weapon	47	(3)
Small Business and Entrepreneurship	50	(9)
Strategic Management in Nonprofit and Public Organizations	59	(2)
Overview of Global Strategic Planning	61	(1)
Summary	62	(1)
Discussion Questions	63	(1)
Endnotes	63	(4)
Part Two: Strategy Formulation	67	(130)
External Strategic Audit	69	(30)
Introduction	69	(1)
SWOT Analysis	69	(4)
Environmental Scanning and the Value of Information	73	(3)
The Role of the Environment	76	(1)
The Concept of Strategic Groups	77	(5)
Industry Analysis	82	(6)
Forecasting	88	(4)
Industry Financial Averages	92	(2)
Summary	94	(1)
Discussion Questions	94	(1)
Endnotes	95	(4)
Internal Strategic Audit	99	(36)
Introduction	99	(1)
SWOT Analysis	100	(4)
The Mckinsey 7-S Framework	104	(2)
The Balanced Scorecard	106	(2)
Porter's Value Chain Approach	108	(2)
Functional Areas of the Business and Strategic Management	110	(4)
Organizational Structure	114	(8)
Organizational Culture	122	(5)
Financial Ratio Analysis	127	(3)
Summary	130	(1)
Discussion Questions	131	(1)
Endnotes	132	(3)
Strategic Options---Corporate Level	135	(30)
Introduction	135	(1)
Corporate Strategy	135	(1)
Growth Strategies	136	(13)
Stability Strategy	149	(1)
Retrenchment Strategies	150	(2)
Portfolio Management Approaches	152	(5)
Niche Strategy	157	(2)
Summary	159	(1)
Discussion Questions	160	(1)
Endnotes	160	(5)
Strategic Choice Options---Business and Functional Levels	165	(32)
Introduction	165	(1)
Business-Level Strategies	165	(5)
Porter's Generic Competitive Strategies	170	(6)
The Importance of Risk Propensity in Strategic Decisions	176	(3)
The Impact of the Quality Movement	179	(3)
Functional Level Strategy	182	(9)
Summary	191	(1)
Discussion Questions	192	(1)
Endnotes	192	(5)
Part Three: Implementation, Evaluation and Control	197	(46)
Implementing Strategies in the Business and Functional Levels	199	(24)
Introduction	199	(1)
What Is Implementation? Why Is It So Important?	200	(2)
Programs, Budgets, and Procedures	202	(2)
Organization Structure as a Strategic Implementation Variable	204	(5)
Organizational Culture as a Strategic Implementation Variable	209	(5)
Managerial Leadership as a Strategic Implementation Variable	214	(5)
Summary	219	(1)
Discussion Questions	219	(1)
Endnotes	220	(3)
Evaluation and Control in Strategic Planning	223	(20)
Introduction	223	(1)
The Importance of Strategic Control	224	(4)
The Process of Evaluating Strategies	228	(6)
Six Evaluation and Control Process Steps	234	(5)
Summary	239	(1)
Discussion Questions	240	(1)
Endnotes	240	(3)
Part Four: The Strategic Planning Process in the Nonprofit Sector	243	(66)
A Strategic Planning Process (SPP) Model for the Nonprofit Sector	245	(24)
Introduction	245	(3)
Public-Private Distinctions and Strategic Management	248	(18)
Summary	266	(1)
Discussion Questions	267	(1)
Endnotes	267	(2)
Strategic Market for the Public and the Nonprofit Sectors	269	(40)
Introduction	269	(1)
The Importance of Strategic Marketing	270	(1)
Profit versus Nonprofit Marketing	271	(3)
Marketing Research	274	(5)
Identification of Competitors	279	(2)
Fund Raising as a Strategic Marketing Technique	281	(5)
Are Marketing, Selling, and Development the Same?	286	(2)
Is Marketing Needed in the Nonprofit Organization?	288	(1)
Orientation Toward Marketing	289	(7)
Advertising	296	(7)
The Marketing Plan	303	(3)
Summary	306	(1)
Discussion Questions	306	(1)
Endnotes	307	(2)
Part Five: The Global Environment	309	(66)
A Framework of Global Strategic Planning	311	(22)
Introduction	311	(1)
Overview of Global Strategic Planning	312	(2)
Global Political Economy: Foreign Direct Investment (FDI), Trade, Financial Flow, and Technology Transfer	314	(6)
FDI Prospects	320	(2)
Prospects for Major Host and Home Countries	322	(1)
The Role of the Transnational Corporations (TNCs)	323	(4)
The Strategic Planner in a Global Multicultural Environment	327	(3)
Summary	330	(1)
Discussion Questions	330	(1)
Endnotes	331	(2)
Doing Business with Newly Emerging Market (NEM) Economies	333	(42)
Introduction	333	(2)
The Reform Process	335	(21)
Market Conditions and Strategic Management/Planning	356	(12)
Poland, Hungary, and the Czech Republic: Reform Process	368	(4)
Summary	372	(1)
Discussion Questions	372	(1)
Endnotes	373	(2)
Index	375