Efnisyfirlit

• Cover
• Title
• Copyright
• CONTENTS
• List of figures and tables
• About this book
• How to use the online resources
• About the authors
• Acknowledgements
• Section 1 STRATEGIC MANAGEMENT CONCEPTS
• 1 Managing strategically
• Strategic management in practice – News Corporation
• 1.1 Introduction
• Definition of strategic management terms
• Strategic decisions
• Strategy
• Strategic management
• 1.2 What determines firm success?
• What do we mean by success?
• What determines success?
• Persistence of success
• 1.3 The concept of the firm
• Managerial implications
• Corporate- and business unit-level strategy
• Defining a strategic business unit (SBU)
• 1.4 Dynamics of change
• 1.5 Strategic management process model
• Context
• Strategy
• Implementation
• Performance
• 1.6 Changes affecting strategic management
• Globalization
• Increased competition
• Technological change
• Knowledge intensity
• Corporate social responsibility and sustainability
• Deregulation and privatization
• 1.7 Summary
• Review questions
• References
• 2 Strategy process and practice
• Strategic management in practice – Intel
• 2.1 Introduction
• 2.2 Strategy work
• What is strategy work?
• Who does strategy work?
• Discourse, cognition, reasoning and emotion in strategy work
• 2.3 Strategy workers
• 2.4 Shaping strategy
• Insights on the strategy process
• Impediments to the strategy process
• 2.5 The creation of value for stakeholders
• 2.6 Tools of strategic analysis
• 2.7 Business models
• Components of a business model
• 2.8 Communication of strategy within and across organizations
• Communication within the organization
• Communication with external stakeholders
• 2.9 Summary
• Review questions
• References
• Section 2 STRATEGIC ANALYSIS
• 3 External analysis: the business environment
• Strategic management in practice – GE/Alstom merger
• 3.1 Introduction
• Environmental scanning
• Select key variables
• Forecast changes
• Estimate the impact of the changes
• Levels of environmental analysis
• 3.2 The remote environment
• Economic
• Political
• Socio-cultural
• Technological
• Legal
• Environmental
• 3.3 The industry environment
• Industry value chain
• Limitations of the industry model
• 3.4 The business unit environment
• Customer analysis
• Analysing competitors
• 3.5 Multi-industry competition
• Network competition
• Corporate-level competition
• 3.6 Summary
• Review questions
• References
• 4 External analysis: the financial environment
• Strategic management in practice – Travelodge
• 4.1 Introduction
• 4.2 The two markets in which firms compete
• Competition in financial markets
• Competition in product markets
• Relationship between the two markets
• Market for corporate control
• The managerial challenge
• Risk types
• 4.3 Financial markets
• Major participants in financial markets
• Global nature of financial markets
• Current concerns with financial markets
• 4.4 Equity markets
• Types of investors
• The cost of equity capital
• 4.5 Debt markets
• Types of debt
• Ratings agencies
• Islamic banking
• 4.6 Cost of capital and firm valuation
• Firm valuation
• Accounting measures of profitability
• 4.7 Risk management and derivatives
• 4.8 Summary
• Review questions
• References
• 5 Internal analysis: managing capabilities, costs and knowledge
• Strategic management in practice – ARM Holdings
• 5.1 Introduction
• 5.2 Resources
• Tangible resources
• Intangible resources
• Classifying resources
• 5.3 Resources and capabilities
• 5.4 Capabilities and competitive advantage
• Valuable
• Scarce
• Non-imitable
• Sustainable
• Appropriable
• 5.5 Dynamic capabilities
• 5.6 The value chain
• 5.7 Cost drivers
• Economies of scale
• Experience effect
• Value drivers
• 5.8 Knowledge and intellectual capital
• Types of knowledge
• Characteristics of knowledge products
• 5.9 Summary
• Review questions
• References
• Section 3 STRATEGY DEVELOPMENT
• 6 Creating future direction
• Strategic management in practice – Volkswagen Group
• 6.1 Introduction
• 6.2 Vision
• The vision statement
• Characteristics of vision statements
• Creating a vision statement
• 6.3 Values
• Values as a source of problems
• 6.4 Mission
• Corporate versus business unit mission statements
• Characteristics of mission statements
• Creating and changing a mission statement
• 6.5 Objectives
• Corporate and business unit objectives
• Financial and nonfinancial objectives
• Setting objectives
• Categories of financial objectives
• Financial structure
• Level of objectives
• Problems in setting objectives
• Synthesizing the concepts
• 6.6 Summary
• Review questions
• References
• 7 Business-level strategy
• Strategic management in practice – Tata Group
• 7.1 Introduction
• Corporate and business unit relationships
• Strategic management of the business
• Business vision and objectives
• 7.2 The changing product/market environment of the business
• Remote environment
• Industry environment
• Customer value
• Competitor analysis
• 7.3 Internal analysis for developing strategy
• The business value chain
• Cost drivers
• Business unit analysis
• 7.4 Developing business-level strategy
• A strategic decision framework
• 7.5 Where to compete
• Vertical positioning
• Horizontal positioning
• 7.6 How to compete
• Competitive business strategies
• Dynamics of competitive advantage
• Entry strategy
• Capabilities and architecture
• 7.7 Business growth
• Product/market growth alternatives
• Capabilities/market alternatives
• Innovation and sources of value
• 7.8 Summary
• Review questions
• References
• 8 Corporate-level strategy
• Strategic management in practice – Thomas Cook Group
• 8.1 Introduction
• Understanding corporate structures
• Creating value
• 8.2 Elements of corporate strategy
• Creating future direction
• Style of the centre
• Portfolio management
• Diversification and relatedness among business units
• Financial decisions
• Other corporate decisions
• 8.3 Creating future direction
• 8.4 Style of the centre
• Synergy
• Centralized services
• 8.5 Managing the corporate portfolio
• Resource allocation – current and future portfolio
• Tools for allocating resources
• 8.6 Diversification
• Related diversification
• Unrelated diversification
• 8.7 Financial decisions
• Capital structure
• Dividend policy
• Share repurchases
• Senior management salary and incentive alternatives
• 8.8 Managing strategic risk
• Assessing strategy
• 8.9 Summary
• Review questions
• References
• 9 Managing innovation and the dynamic scope of the firm
• Strategic management in practice – Legrand SA
• 9.1 Introduction
• 9.2 Key considerations in innovation
• Features of innovation
• Organizing for innovation
• Types of innovation
• 9.3 Managing the dynamic scope of the firm
• Risk and innovation
• Means of changing scope
• 9.4 Managing the dynamic scope – internal development
• Technological innovation
• 9.5 Managing the dynamic scope – mergers and acquisitions
• Drivers of mergers and acquisitions
• Success of mergers and acquisitions
• Process model of mergers and acquisitions
• 9.6 Managing the dynamic scope – hybrid approaches
• Strategic alliances
• Licensing and technology purchase
• Equity investment
• Consortia
• Option buying
• 9.7 Managing the dynamic scope – divestments, spin-offs and restructuring
• Divestments and spin-offs
• Restructuring
• 9.8 Summary
• Review questions
• References
• Section 4 STRATEGY IMPLEMENTATION
• 10 Leading organizational change
• Strategic management in practice – Whitbread
• 10.1 Introduction
• Drivers of change
• Changes in the firm
• 10.2 Characteristics of organizational change
• Change and the environment
• Change and the firm
• 10.3 The change process
• Initiating change
• Managing change
• Sustaining change: the organization of the future
• 10.4 Leadership
• Definition of leadership
• Leader versus manager
• Capabilities of leaders
• 10.5 Summary
• Review questions
• References
• 11 Design and organizational architecture
• Strategic management in practice – PerkinElmer
• 11.1 Introduction
• What is organizational architecture?
• 11.2 Structure
• The nature of structure
• Types of organizational structures
• 11.3 Processes and process management
• Key process management activities
• Business process re-engineering
• Information technology infrastructure
• Major IT initiatives
• Knowledge management systems
• 11.4 Human resources
• Managing resources and capabilities
• Succession planning
• Managing human resource policies
• 11.5 Summary
• Review questions
• References
• Section 5 ASSESSING STRATEGIC PERFORMANCE
• 12 Measuring organizational performance
• Strategic management in practice – Global automobile industry
• 12.1 Introduction
• 12.2 Performance measures
• Shareholder value and firm value
• Variables and measures
• Diagnostic use
• Financial and nonfinancial measures
• Benchmarking
• Need for a set of measures
• 12.3 Developing a performance measurement system
• Identifying and designing performance measures
• 12.4 Measuring business-level performance
• Customer measures
• Internal measures
• Innovation and learning measures
• Financial measures
• 12.5 Corporate performance measures
• Product/market performance and external stakeholders
• Internal measures and internal stakeholders
• Innovation and change management
• Financial measures and stakeholders
• Corporate social responsibility
• 12.6 Summary
• Review questions
• References
• 13 Corporate governance and social responsibility
• Strategic management in practice – Siemens AG
• 13.1 Introduction
• What is corporate governance?
• Global issues in corporate governance
• 13.2 The modern corporation
• Global institutional arrangements
• 13.3 The governance model
• 13.4 Shareholders and boards
• 13.5 Management and boards
• 13.6 The role of directors and the board
• Responsibilities of directors
• Composition of the board
• Capabilities of directors
• Compensation of directors
• 13.7 Board operations
• Board processes
• Board tasks
• Board committees
• 13.8 Global governance approaches
• Europe
• Asia
• 13.9 Corporate social responsibility
• 13.10 Summary
• Review questions
• References
• Glossary
• Author index
• Company index
• Subject index