Strategy : A View from the Top (an Executive Perspective)

by De Kluyver, Cornelis A; Pearce, John A.

• ISBN13: 9780131861367
• ISBN10: 0131861360
• Edition: 2nd
• Format: Paperback
• Copyright: 2009-01-01
• Publisher: Pearson College Div

Summary

For use as an overview text in graduate programs, executive MBA and corporate executive programs. A short, up-to-date, practitioner oriented guide to strategy formulation, this text is designed for practicing executives who are getting ready to assume broader responsibilities and for MBA and EMBA students who aspire to top management responsibilities.

Table of Contents

Preface	xi
What Is Strategy?	1	(14)
Strategy Defined	1	(9)
Strategic Thinking Continues to Evolve	1	(2)
Strategy versus Tactics	3	(1)
Strategy Forces Trade-offs	4	(1)
Strategy Should Focus on Value Creation	4	(2)
Strategy Is About Creating Options	6	(1)
Is All Strategy Planned?	6	(1)
Multiple Levels of Strategy	7	(1)
The Role of Stakeholders	7	(1)
Vision and Mission	7	(1)
Strategic Intent and Stretch	8	(1)
Strategy and the Non-Profit Sector	9	(1)
The Strategy Formulation Process	10	(2)
Steps	10	(2)
Strategy and Planning	12	(1)
Evaluating Strategic Options	12	(3)
Criteria	12	(1)
Shareholder Value	13	(2)
Strategy and Performance	15	(14)
Implementation as Strategic Alignment	15	(1)
Strategy and Performance: A Conceptual Framework	16	(6)
Strategy, Purpose, and Leadership	17	(1)
Strategy and Organizational Change	18	(4)
Creating a Performance- and Strategy-focused Organization	22	(3)
The Balanced Scorecard	23	(2)
Performance and Control	25	(1)
Managing Expectations	25	(1)
The Role of the Board	25	(4)
Governance Reforms	26	(1)
Strategy and Oversight---What the Board Needs to Know	27	(2)
Analyzing the External Strategic Environment	29	(14)
Globalization	29	(5)
Understanding Globalization	30	(1)
Regionalism---A Stepping Stone on the Path Toward a Global Economy?	30	(1)
Emerging Powerhouses: India and China	31	(1)
Frictions and Countereffects to Globalization	32	(1)
Measuring Globalization	33	(2)
Globalization: Strategic Implications	35
Demographic Change	34	(2)
Demographic Changes: Strategic Implications	35	(1)
Technology and the New Knowledge Economy	36	(1)
The New Economy: Strategic Implications	37	(1)
Risk and Uncertainty	37	(6)
Scenario Analysis	38	(1)
The Concept of a Change Arena	39	(2)
Uncertainty: Implications for Strategy	41	(2)
Analyzing an Industry	43	(13)
What Is an Industry?	43	(3)
Definition	43	(1)
Industry Structure and Porter's Five Forces Model	44	(2)
Industry Evolution	46	(5)
Four Trajectories of Change	46	(1)
Industry Structure, Concentration, and Product Differentiation	47	(1)
Product Life Cycle Analysis	48	(2)
New Patterns	50	(1)
Methods for Analyzing an Industry	51	(2)
Segmentation	51	(1)
Competitor Analysis	51	(2)
Strategic Groups	53	(1)
Analyzing Product/Market Scope	53	(3)
Market Analysis	53	(1)
Growth Vector Analysis	53	(1)
Gap Analysis	54	(1)
Profit Pool Analysis	54	(2)
Analyzing an Organization's Strategic Resource Base	56	(15)
Strategic Resources	56	(9)
Physical Assets	57	(1)
Analyzing a Company's Financial Resource Base	57	(4)
Human Capital: A Company's Most Valuable Strategic Resource	61	(1)
Organizational Strategic Resources	62	(1)
The Importance of Brands	63	(1)
Core Competencies	64	(1)
Internal Change Forces and the Capacity for Change	65	(2)
Internal Change Forces	65	(1)
The Company Life Cycle	66	(1)
McKinsey's 7-S Model	66	(1)
Stakeholder and SWOT Analysis	67	(1)
Stakeholder Analysis	67	(4)
Strengths, Weaknesses, Opportunities, and Threats	68	(3)
Formulating Business Unit Strategy	71	(17)
Foundations	71	(3)
Strategic Logic at the Business Unit Level	71	(1)
How Much Does Industry Matter?	72	(1)
Relative Position	72	(1)
The Importance of Market Share	73	(1)
The PIMS Project	73	(1)
Formulating a Competitive Strategy	74	(4)
Key Challenges	74	(1)
What Is Competitive Advantage?	74	(2)
Value Chain Analysis	76	(2)
Porter's Generic Business Unit Strategies	78	(4)
Differentiation or Low-Cost?	78	(1)
Requirements for Success	79	(1)
Risks	80	(1)
A Success Story: Dell Computer	81	(1)
Critique of Porter's Generic Strategies	81	(1)
Value Disciplines	82	(3)
Product Leadership	82	(1)
Operational Excellence	83	(1)
Customer Intimacy	83	(2)
Designing a Profitable Business Model	85	(3)
Business Unit Strategy: Contexts and Special Dimensions	88	(16)
Emerging, Growth, Mature and Declining Industries	88	(5)
Strategy in Emerging or Embryonic Industries	89	(1)
Strategy in an Industry's Growth Stage	89	(1)
Strategy in Mature and Declining Industries	90	(1)
Industry Evolution and Functional Priorities	90	(3)
Fragmented, Deregulating and Hypercompetitive Industries	93	(4)
Strategy in Fragmented Industries	93	(1)
Strategy in a Deregulating Environment	94	(1)
Strategy in Hypercompetitive Industries	95	(2)
Business Unit Strategy: Special Dimensions	97	(7)
Speed	97	(1)
Pressures to Speed	97	(1)
Requirements of Speed	98	(1)
Methods to Speed	99	(1)
Creating Value Through Innovation	100	(4)
Global Strategy Formulation	104	(17)
Global Industries	104	(5)
Porter's National Diamond	105	(2)
Industry Globalization Drivers	107	(2)
Global Strategy Formulation	109	(5)
Global Strategy Dimensions	110	(4)
Non-market Dimension	114	(1)
Entry Strategies	114	(4)
How Wal-Mart Went Global	115	(3)
Global Strategy and Risk	118	(3)
Types of Risk	119	(2)
Corporate Strategy: Shaping the Portfolio	121	(18)
The Economics of Scale and Scope	121	(2)
Economics of Scale	122	(1)
Economics of Scope	122	(1)
What Is ``Core''?	123	(1)
Growth Strategies	124	(10)
Concentrated Growth Strategies	125	(1)
Vertical and Horizontal Integration	125	(1)
Diversification Strategies	126	(3)
Mergers and Acquisitions	129	(1)
Cooperative Strategies	130	(2)
The Allianced Enterprise	132	(2)
Growth and Strategic Risk	134	(3)
Disinvestments: Sell-offs, Spin-offs, and Liquidations	137	(2)
Pitfalls	137	(2)
Corporate Strategy: Managing the Portfolio	139	(16)
Managing a Portfolio of Businesses	139	(7)
Early Perspectives: Management as ``Structure Follows Strategy''	139	(1)
The BCG Approach to Portfolio Management	140	(2)
General Electric Business Screen	142	(1)
Life Cycle Matrix	142	(1)
Limitations of Portfolio Analysis Techniques	142	(1)
The Value-Based Approach to Portfolio Management	143	(3)
The Resource-Based Approach to Portfolio Management	146	(1)
The Role of the Corporate Office	146	(1)
Corporate Strategic Planning	147	(3)
Limitations of Strategic Planning	149	(1)
Horizontal Strategies for Managing a Portfolio	150	(3)
Resource Sharing	150	(1)
Learning and Transferring Critical Skills	150	(1)
Creating a Learning Organization	151	(1)
The Boundaryless Organization	151	(1)
Knowledge Management	152	(1)
Evaluating Strategy Options at the Corporate Level	153	(1)
Techniques	153	(2)
Index	155