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PART ONE OVERVIEW OF STRATEGIC MANAGEMENT |
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1 | (20) |
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2 | (19) |
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The Nature and Value of Strategic Management |
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3 | (7) |
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Dimensions of Strategic Decisions |
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4 | (3) |
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Formality in Strategic Management |
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7 | (2) |
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Benefits of Strategic Management |
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9 | (1) |
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Risks of Strategic Management |
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10 | (1) |
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The Strategic Management Process |
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10 | (6) |
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Components of the Strategic Management Model |
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12 | (2) |
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Strategic Management as a Process |
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14 | (2) |
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16 | (1) |
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16 | (1) |
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17 | (1) |
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Discussion Case: Can Anyone Save HP? |
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17 | (4) |
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PART TWO STRATEGY FORMULATION |
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21 | (268) |
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21 | (28) |
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What Is a Company Mission? |
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23 | (1) |
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The Need for an Explicit Mission |
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23 | (1) |
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24 | (11) |
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Basic Product or Service; Primary Market; Principal Technology |
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24 | (2) |
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Company Goals: Survival; Growth; Profitability |
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26 | (1) |
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27 | (2) |
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29 | (1) |
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30 | (2) |
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Newest Trends in Mission Components |
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32 | (2) |
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An Exemplary Mission Statement |
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34 | (1) |
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35 | (1) |
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36 | (3) |
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How Agency Problems Occur |
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37 | (1) |
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Problems That Can Result from Agency |
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37 | (2) |
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Solutions to the Agency Problem |
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39 | (1) |
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39 | (1) |
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39 | (1) |
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40 | (1) |
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Discussion Case: The Future of The New York Times |
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40 | (4) |
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Appendix BB&T Vision, Mission, and Purpose |
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44 | (5) |
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Corporate Social Responsibility and Business Ethics |
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49 | (34) |
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The Stakeholder Approach to Social Responsibility |
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50 | (3) |
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The Dynamics of Social Responsibility |
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52 | (1) |
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Types of Social Responsibility |
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53 | (7) |
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Corporate Social Responsibility and Profitability |
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54 | (6) |
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Sarbanes-Oxley Act of 2002 |
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60 | (5) |
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The New Corporate Governance Structure |
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63 | (1) |
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CSR's Effect on the Mission Statement |
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64 | (1) |
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64 | (1) |
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65 | (1) |
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The Nature of Ethics in Business |
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65 | (1) |
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Satisfying Corporate Social Responsibility |
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65 | (13) |
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The Core of the CSR Debate |
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66 | (2) |
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Mutual Advantages of Collaborative Social Initiatives |
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68 | (1) |
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Five Principles of Successful Collaborative Social Initiatives |
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68 | (5) |
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Assembling the Components |
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73 | (1) |
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The Limits of CSR Strategies |
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73 | (2) |
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75 | (2) |
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Approaches to Questions of Ethics |
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77 | (1) |
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78 | (2) |
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Major Trends in Codes of Ethics |
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80 | (1) |
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80 | (1) |
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81 | (1) |
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81 | (1) |
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Discussion Case: Wal-Mart vs. Class Actions |
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81 | (2) |
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83 | (37) |
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The Firm's External Environment |
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84 | (1) |
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84 | (8) |
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84 | (1) |
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84 | (3) |
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87 | (1) |
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88 | (1) |
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89 | (3) |
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International Environment |
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92 | (1) |
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92 | (1) |
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How Competitive Forces Shape Strategy |
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93 | (2) |
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95 | (6) |
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95 | (1) |
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96 | (3) |
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99 | (1) |
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100 | (1) |
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100 | (1) |
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Industry Analysis and Competitive Analysis |
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101 | (5) |
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101 | (2) |
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103 | (2) |
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105 | (1) |
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106 | (4) |
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106 | (1) |
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107 | (1) |
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108 | (1) |
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108 | (1) |
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Human Resources: Nature of the Labor Market |
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108 | (2) |
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Emphasis on Environmental Factors |
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110 | (4) |
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114 | (1) |
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114 | (1) |
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114 | (1) |
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Discussion Case: The Raja of Steel |
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115 | (3) |
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Appendix Sources for Environmental Forecasting |
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118 | (2) |
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120 | (30) |
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121 | (1) |
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Development of a Global Corporation |
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121 | (2) |
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123 | (3) |
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Strategic Orientations of Global Firms |
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124 | (2) |
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At the Start of Globalization |
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126 | (2) |
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Complexity of the Global Environment |
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128 | (1) |
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Control Problems of the Global Firm |
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129 | (2) |
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Global Strategic Planning |
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131 | (6) |
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Multidomestic Industries and Global Industries |
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131 | (3) |
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134 | (2) |
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Market Requirements and Product Characteristics |
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136 | (1) |
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International Strategy Options |
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137 | (1) |
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Competitive Strategies for Firms in Foreign Markets |
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137 | (5) |
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138 | (1) |
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Licensing and Contract Manufacturing |
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139 | (1) |
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140 | (1) |
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140 | (1) |
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141 | (1) |
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Wholly Owned Subsidiaries |
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141 | (1) |
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142 | (1) |
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143 | (1) |
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143 | (1) |
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144 | (4) |
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Appendix Components of the Multinational Environment |
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148 | (2) |
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150 | (40) |
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SWOT Analysis: A Traditional Approach to Internal Analysis |
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153 | (5) |
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Using SWOT Analysis in Strategic Analysis |
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154 | (3) |
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Limitations of SWOT Analysis |
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157 | (1) |
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158 | (6) |
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Conducting a Value Chain Analysis |
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160 | (2) |
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Recognizing the Difficulty in Activity-Based Cost Accounting |
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162 | (2) |
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Resource-Based View of the Firm |
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164 | (9) |
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Three Basic Resources: Tangible Assets, Intangible Assets, and Organizational Capabilities |
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165 | (1) |
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What Makes a Resource Valuable? |
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165 | (6) |
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Using the Resource-Based View in Internal Analysis |
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171 | (2) |
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Internal Analysis: Making Meaningful Comparisons |
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173 | (3) |
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Comparison with Past Performance |
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173 | (1) |
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Benchmarking: Comparison with Competitors |
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174 | (1) |
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Comparison with Success Factors in the Industry |
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175 | (1) |
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176 | (1) |
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177 | (1) |
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177 | (1) |
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Discussion Case: Apple's Blueprint for Genius |
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177 | (3) |
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Appendix A Key Resources across Functional Areas |
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180 | (1) |
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Appendix B Using Financial Analysis |
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181 | (9) |
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Long-Term Objectives and Strategies |
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190 | (42) |
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191 | (4) |
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Qualities of Long-Term Objectives |
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192 | (2) |
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194 | (1) |
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195 | (3) |
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195 | (1) |
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196 | (1) |
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197 | (1) |
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198 | (4) |
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199 | (1) |
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200 | (1) |
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201 | (1) |
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202 | (23) |
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202 | (4) |
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206 | (2) |
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208 | (1) |
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209 | (2) |
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211 | (1) |
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211 | (1) |
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Concentric Diversification |
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212 | (1) |
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Conglomerate Diversification |
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212 | (3) |
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215 | (2) |
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217 | (1) |
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217 | (1) |
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218 | (2) |
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220 | (1) |
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221 | (1) |
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Consortia, Keiretsus, and Chaebols |
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222 | (3) |
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Selection of Long-Term Objectives and Grand Strategy Sets |
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225 | (1) |
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Sequence of Objectives and Strategy Selection |
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226 | (1) |
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226 | (1) |
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227 | (1) |
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227 | (1) |
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Discussion Case: 3M's Rising Star |
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227 | (5) |
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232 | (29) |
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Evaluating and Choosing Business Strategies: Seeking Sustained Competitive Advantage |
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233 | (18) |
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Evaluating Cost Leadership Opportunities |
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234 | (3) |
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Evaluating Differentiation Opportunities |
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237 | (3) |
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Evaluating Speed as a Competitive Advantage |
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240 | (2) |
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Evaluating Market Focus as a Way to Competitive Advantage |
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242 | (3) |
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Stages of Industry Evolution and Business Strategy Choices |
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245 | (5) |
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Competitive Advantage in Fragmented Industries |
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250 | (1) |
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Competitive Advantage in Global Industries |
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250 | (1) |
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Dominant Product/Service Businesses: Evaluating and Choosing to Diversify to Build Value |
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251 | (5) |
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Grand Strategy Selection Matrix |
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252 | (2) |
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Model of Grand Strategy Clusters |
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254 | (2) |
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Opportunities for Building Value as a Basis for Choosing Diversification or Integration |
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256 | (1) |
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256 | (1) |
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256 | (1) |
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257 | (1) |
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Discussion Case: DHL's American Adventure |
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257 | (4) |
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261 | (28) |
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The Portfolio Approach: A Historical Starting Point |
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263 | (6) |
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The BCG Growth-Share Matrix |
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264 | (1) |
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The Industry Attractiveness-Business Strategy Matrix |
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265 | (1) |
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BCG's Strategic Environments Matrix |
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266 | (2) |
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Limitations of Portfolio Approaches |
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268 | (1) |
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The Synergy Approach: Leveraging Capabilities and Core Competencies |
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269 | (7) |
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Capitalize on Core Competencies |
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269 | (7) |
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The Corporate Parent Role: Can It Add Tangible Value? |
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276 | (7) |
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276 | (3) |
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279 | (4) |
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283 | (1) |
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283 | (1) |
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284 | (1) |
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Discussion Case: Beyond Blue |
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284 | (5) |
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PART THREE STRATEGY IMPLEMENTATION, CONTROL, AND INNOVATION |
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289 | (138) |
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291 | (33) |
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293 | (5) |
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Qualities of Effective Short-Term Objectives |
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294 | (4) |
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The Value-Added Benefits of Short-Term Objectives and Action Plans |
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298 | (1) |
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Functional Tactics That Implement Business Strategies |
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298 | (3) |
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Differences between Business Strategies and Functional Tactics |
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300 | (1) |
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Outsourcing Functional Activities |
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301 | (2) |
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Empowering Operating Personnel: The Role of Policies |
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303 | (3) |
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Creating Policies That Empower |
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304 | (2) |
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Executive Bonus Compensation Plans |
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306 | (8) |
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306 | (6) |
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Matching Bonus Plans and Corporate Goals |
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312 | (2) |
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314 | (1) |
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314 | (1) |
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315 | (1) |
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Discussion Case: Toyota Implements a Low-Cost Strategy |
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315 | (3) |
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Appendix Functional Tactics |
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318 | (6) |
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324 | (34) |
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Traditional Organization Structures and Their Strategy-Related Pros and Cons |
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327 | (7) |
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Simple Organizational Structure |
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328 | (1) |
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Functional Organizational Structure |
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328 | (2) |
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330 | (2) |
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Matrix Organizational Structure |
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332 | (1) |
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332 | (2) |
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What a Difference a Century Makes |
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334 | (4) |
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334 | (3) |
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337 | (1) |
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337 | (1) |
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Initial Efforts to Improve the Effectiveness of Traditional Organizational Structures |
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338 | (5) |
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Redefine the Role of Corporate Headquarters from Control to Support and Coordination |
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338 | (1) |
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Balance the Demands for Control/Differentiation with the Need for Coordination/Integration |
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339 | (1) |
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Restructure to Emphasize and Support Strategically Critical Activities |
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340 | (1) |
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Reengineer Strategic Business Processes |
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340 | (1) |
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Downsize and Self-Manage: Force Decisions to Operating Level |
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341 | (2) |
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Creating Agile, Virtual Organizations |
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343 | (9) |
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Outsourcing---Creating a Modular Organization |
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343 | (4) |
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347 | (2) |
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Toward Boundaryless Structures |
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349 | (3) |
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352 | (2) |
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354 | (1) |
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355 | (1) |
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Discussion Case 1: A Crash Diet for Sara Lee |
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355 | (1) |
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Discussion Case 2: Online Extra: Turning Two Tech Teams into One |
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356 | (2) |
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358 | (32) |
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Strategic Leadership: Embracing Change |
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360 | (12) |
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Clarifying Strategic Intent |
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361 | (3) |
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364 | (3) |
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Shaping Organizational Culture |
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367 | (1) |
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Recruiting and Developing Talented Organizational Leadership |
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368 | (4) |
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372 | (11) |
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The Role of the Organizational Leader in Organizational Culture |
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372 | (1) |
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Build Time in the Organization |
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373 | (3) |
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Emphasize Key Themes or Dominant Values |
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376 | (1) |
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Encourage Dissemination of Stories and Legends about Core Values |
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376 | (1) |
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Institutionalize Practices That Systematically Reinforce Desired Beliefs and Values |
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377 | (1) |
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Adapt Some Very Common Themes in Their Own Unique Ways |
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377 | (1) |
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Manage the Organizational Culture in a Global Organization |
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377 | (1) |
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Manage the Strategy-Culture Relationship |
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378 | (5) |
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383 | (1) |
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384 | (1) |
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384 | (1) |
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Discussion Case: The Immelt Revolution |
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384 | (6) |
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Control, Innovation, and Entrepreneurship |
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390 | (37) |
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Establishing Strategic Controls |
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391 | (9) |
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393 | (1) |
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393 | (1) |
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394 | (1) |
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395 | (3) |
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The Balanced Scorecard Methodology |
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398 | (2) |
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Innovation and Entrepreneurship |
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400 | (21) |
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403 | (5) |
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408 | (1) |
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Risks Associated with Innovation |
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409 | (4) |
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413 | (6) |
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419 | (2) |
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421 | (1) |
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422 | (1) |
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422 | (1) |
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Discussion Case 1: The Nimble Shall Inherit the Earth |
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422 | (1) |
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Discussion Case 2: Building an Idea Factory |
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423 | (4) |
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427 | |
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Guide to Strategic Management Analysis |
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428 | |
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Section A Business Week Cases |
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1 | (1) |
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American Express: Charge! |
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1 | (1) |
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Two Men and a Lot of Trucks |
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1 | (1) |
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Bang! Racing Company: A Wild Ride at NASCAR |
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1 | (1) |
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Best Buy and Circuit City: The Warranty Windfall |
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1 | (1) |
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1 | (1) |
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Golf Equipment Industry: Driven To Succeed |
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1 | (1) |
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Iran: The Mideast's Model Economy |
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1 | (1) |
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Juicy Couture: To Live and Thrive in L.A. |
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1 | (1) |
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Legal Environment of Business: How to Fix the Tort System |
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1 | (1) |
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Lehman Brothers: Lehman's New Street Smarts |
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1 | (1) |
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Louis Vuitton: The Vuitton Money Machine |
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1 | (1) |
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NASCAR: The Prince of NASCAR |
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1 | (1) |
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Nokia: Will Rewiring Nokia Spark Growth? |
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1 | (1) |
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Outsourcing Innovation: A Contentious Corporate Strategy |
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1 | (1) |
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Pfizer's Pharmaceutical's Funk |
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1 | (1) |
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Siemens Corp.'s New Boss: Can He Deliver? |
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1 | (1) |
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Societal Trend: Far from the Madding Crowd |
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1 | (1) |
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Societal Trend: Now, the Geezer Glut |
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1 | (1) |
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1 | (1) |
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Symantec Corp.: I Can't Wait to Compete . . . |
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1 | (1) |
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Technological Environment of Business: Hydrogen Cars Are Almost Here, But. . . |
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1 | (1) |
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United Technologies: The Unsung CEO |
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1 | (1) |
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1 | (1) |
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Video Game Industry: Game Wars |
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1 | (1) |
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Young & Rubicam: ACT II: Ann Fudge's Two Year Break from Work Has Changed Her Life |
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1 | (1) |
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Section B Comprehensive Cases |
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1 | (1) |
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1 | (1) |
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Kentucky Fried Chicken and the Global Fast-Food Industry---2005 |
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1 | (1) |
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1 | (1) |
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The Pet Care Industry: From PetsMart to Camp Bow Wow |
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1 | (1) |
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1 | (1) |
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Nokia and the Global Mobile Phone Industry |
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1 | (1) |
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Anheuser-Busch and Harbin Brewery Group of China |
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1 | (1) |
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Coca-Cola's Marketing Challenges in Brazil: The Tubainas War |
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1 | (1) |
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The National Basketball Association's International Strategy |
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1 | (1) |
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Wal-Mart Stores Inc.: Dominating Global Retailing |
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1 | (1) |
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Target Stores' Differentiation Strategies |
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1 | (1) |
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Apple Computer 2005: iTunes, iPod and iMac |
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1 | (1) |
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Best Buy: Staying at the Top |
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1 | (1) |
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Benetech Bookshare.org: A Technology Social Venture |
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1 | (1) |
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1 | (1) |
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The Apollo Group, Inc. (University of Phoenix) |
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1 | (1) |
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XM Radio: The Sky Is the Limit |
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1 | (1) |
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1 | (1) |
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1 | (1) |
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Southwest Airlines Act II---An Airline in Trouble? |
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1 | (1) |
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IKEA's Innovative Human Resource Management Practices and Work Culture |
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1 | (1) |
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The Procter & Gamble (P&G)--Gillette Merger |
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1 | (1) |
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1 | (1) |
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DaimlerChrysler AG and the Global Automotive Industry |
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1 | (1) |
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1 | (1) |
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| Name Index |
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1 | (10) |
| Subject Index |
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11 | (14) |
| Case Index |
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25 | |
Other versions by this Author