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• Cover Page
• Half Title page
• Series page
• Title Page
• Copyright Page
• Contents
• Preface
• About the Author
• Acknowledgments
• Section I Strategic Management Framework
• Chapter 1 Introduction to Strategic Management
• Why is it Important to Study Strategic Management?
• History of Strategic Management and Business Policy
• Purpose of Business Policy Course
• Strategic Management Models
• The Elements of Strategic Management
• Business Policy
• Policy versus Strategy
• Events That Define or Alter a Company’s Strategy
• Measuring the Effectiveness of Policy
• Strategic Planning
• The Mission Statement
• Objectives and Goals
• Corporate Philosophy
• The Learning Organization
• Strategic Management
• Strategy Formulation
• Strategic Planning and Uncertainty
• Strategic Planning in the United States
• Implementation of Strategy Formulation
• Moral and Ethical Duties
• Corporate Governance and Strategy
• Review Questions
• Notes
• Chapter 2 Strategy Formulation
• Introduction
• Definition and Meaning
• Characteristics
• The Process
• Who are the Strategists in Any Organization?
• Environmental Scanning
• Open and Closed Systems
• Importance of Information and Forecasting Techniques
• Strategy Formulation
• The Mission Statement
• Strategic Objectives
• Strategic Planning
• Organizational Policy
• Strategy Implementation
• Evaluation and Control
• Decision Making
• Review Questions
• Notes
• Chapter 3 Assessing the Environment
• Introduction
• Dynamic Environments
• The Internal Environment
• Marketing
• Production/Manufacturing
• Finance
• Research and Development
• Human Resource Management
• Employee Perspectives and Compensation
• Communication
• The External Environment
• The Industrial Environment
• Macroenvironmental Forces
• Other Significant Factors
• Environmental Scanning
• Forms and Sources of Information
• Making Use of the Data: Analytical and Forecasting Techniques
• Review Questions
• Appendix: The Use of Financial Ratio Analyses
• Interpreting Financial Statements
• Examples of Ratio Analysis
• Notes
• Chapter 4 Corporate Strategy
• Introduction
• Corporate Strategic Alternatives
• Specialization
• Internal Growth
• Diversification
• Strategic Alliance
• Retrenchment
• Analysis of Corporate Strategies
• Specialization Strategies
• Diversification Strategies
• Joint Venture Strategy
• Retrenchment Strategy
• Strategy in Multiple-SBU Firms
• The BCG Matrix
• The GE Business Screen
• Evaluating Corporate Strategy: Beyond the Business Portfolio Matrix
• Evaluate the Firm’s Competitive Position
• Identify Opportunities and Threats in Each Business
• Build Corporate-Level Competitive Advantage in Diversified Companies
• Compare Short-Run Profit Potential and Risk with Long-Term Profit Potential and Risk for Each Business Unit
• Examine the Overall Portfolio
• Review Questions
• Notes
• Chapter 5 Business and Functional Strategies
• Introduction
• Business Strategy Alternatives
• Formulating Business Strategy
• The Contingency Theory Approach
• The Generic Theory Approach
• Use of Descriptive Characteristics
• Competitive Strategies and the Health Care Industry
• Functional Strategic Alternatives
• Strategy Types
• Conclusion
• Review Questions
• Notes
• Chapter 6 Strategic Management in the International Environment
• Introduction
• Trends Toward Internationalization
• Advantages of Internationalization
• New Markets
• Economies of Scale
• Utilize Foreign Countries’ Strength
• Lengthen Product Life Cycle
• Diversification
• Bring Back New Products and Ideas
• Drain Competitors’ Cash Flows
• Following Customers
• International Strategic Management
• Evaluation of the International Environment
• Analysis of Internal Situation
• Scope of Internationalization
• Formulation of International Corporate Objectives
• Development of International Corporate Strategies
• Entering a Foreign Market
• Export/Import
• Licensing and Franchising
• Foreign Direct Investment
• Strategic Alliances
• Joint Ventures
• Complete Ownership of Overseas Subsidiaries
• Degree of Control Over Foreign Environment
• International Organizations
• Barriers to International Trade
• Multinational Challenges
• Conflicts between Mncs and the Local Environment
• Coordination Between Headquarters and Overseas Subsidiaries
• Other Challenges
• How to Compete Globally
• U.S. Competitiveness
• Tomorrow’s Organizations
• Review Questions
• Notes
• Chapter 7 Corporate Structure and Implementation
• Introduction
• Strategy Implementation
• Corporate Structure and Strategy Implementation
• Corporate Culture and Strategy Implementation
• Human Resources and Strategy Implementation
• The General Manager’s Role in the Implementation Process
• Issues in Strategy Formulation and Implementation
• Traps in Communicating Strategy
• Traps in Redefining Standards
• Traps in Managing the Intangibles
• Analyzing Strategic Change
• Building a Capable Organization
• Matching Structure to Strategy
• Building Distinctive Competencies
• Assembling a Management Team
• Allocating Resources to Match Strategic Objectives
• Establishing Organization-Wide Commitment to the Strategic Plan
• Conclusion
• Review Questions
• Notes
• Chapter 8 Corporate Culture, the General Manager, and Implementation
• Introduction
• Motivating the Organization to Accomplish Strategy
• Building a Strategy-Supportive Corporate Culture
• Creating a Results Orientation
• Linking Rewards to Strategic Performance
• Installing Internal Administrative Support Systems
• Installation of Strategy-Related Policies and Procedures
• Development of a Strategy-Related Information Network
• Installation of a Formal System of Reporting and Controls
• Exerting Strategic Leadership
• Fulfilling the Leadership Role
• Summary
• Review Questions
• Notes
• Chapter 9 The Control Function
• Introduction
• The Control Process
• Levels of Strategy and Control
• Strategy
• Control
• Level Relationship
• Organizational Control
• Financial Measurement Methods
• Return on Investment (ROI)
• EPS and ROE
• Other Control Measures
• Stakeholder’s Audit
• Reporting Systems
• Daily Management Reports
• Weekly Summary Reports
• Monthly Management Letters
• Monthly Business Reviews
• Quarterly Reports and Reviews
• Information Systems
• The Management Information System (MIS)
• The Management Decision Support System (MDSS)
• Vehicles of Control
• Budgets
• Organizational Audits
• Total Quality Management (TQM)
• Reengineering
• International Control
• Summary
• Review Questions
• Notes
• Chapter 10 Strategic Management in Profit and Not-for-Profit Organizations
• Introduction
• Evolution of Not-for-Profit Organizations
• What is a Not-for-Profit Organization?
• Mission Statement
• Strategic Objectives
• Management by Objectives (MBO)
• Crafting a Strategy
• Strategy for Multi-Primary-Mission Organizations
• The Enterprise Strategy
• The Corporate Strategy
• The Business Strategy
• The Functional Strategy
• The Operating Strategy
• Management Styles
• Strategic Decision Making in NFP Organizations
• Evaluation and Control in NFP Organizations
• Implementation in the NFP Sector
• Fund-Raising
• Motivation Technique
• Role of the Board of Directors in For-Profit and NFP Organizations
• Guidelines for Future Board Members
• Conclusion
• Review Questions
• Notes
• Section II Preparing a Case Analysis
• Important Steps in Preparing a Comprehensive Case Analysis
• Case 1 Ben & Jerry’s
• Suggested Sources
• Case 2 Blockbuster
• Suggested Sources
• Case 3 Tootsie Roll Industries, Inc.
• Suggested Sources
• Case 4 Southwest Airlines
• Suggested Sources
• Case 5 Airborne Express
• Suggested Sources
• Case 6 Snapple
• Suggested Sources
• Case 7 PepsiCo, Inc.
• Suggested Sources
• Case 8 Pillsbury
• Suggested Sources
• Case 9 Hershey Foods Corporation
• Suggested Sources
• Case 10 H. J. Heinz
• Suggested Sources
• Case 11 Gap Inc.
• Suggested Sources
• Case 12 Intimate Brands, Inc.
• Suggested Sources
• Case 13 Nike
• Suggested Sources
• Case 14 Rite Aid
• Suggested Sources
• Case 15 Circuit City Stores, Inc.
• Suggested Sources
• Case 16 Gillette
• Suggested Sources
• Case 17 Harley-Davidson
• Suggested Sources
• Case 18 Home Depot
• Suggested Sources
• Case 19 Lincoln Electric
• Suggested Sources
• Case 20 Motorola, Inc.
• Suggested Sources
• Case 21 Microsoft
• Suggested Sources
• Index