Efnisyfirlit

• Preface
• Acknowledgments
• About the Authors
• Chapter 1: Strategic Management Essentials
• Exemplary Company Showcased: Singapore Airlines Limited (SIA)
• What Is a Cohesion Case?
• Defining Strategic Management
• Stages of Strategic Management
• Integrating Intuition and Analysis
• Adapting to Change
• Key Terms in Strategic Management
• Competitive Advantage
• Strategists
• Academic Research Capsule 1-1: When Are Chief Strategy Officers (CSOs) Hired/Appointed?
• Vision and Mission Statements
• External Opportunities and Threats
• Internal Strengths and Weaknesses
• Long-Term Objectives
• Strategies
• Annual Objectives
• Policies
• The Strategic-Management Model
• Benefits of Engaging in Strategic Management
• Academic Research Capsule 1-2: What Activity Is Most Important in the Strategic-Management Process?
• Financial Benefits
• Nonfinancial Benefits
• Why Some Firms Do No Strategic Planning
• Pitfalls in Strategic Planning
• Comparing Business and Military Strategy
• Implications for Strategists
• Implications for Students
• Chapter Summary
• Key Terms and Concepts
• Issues for Review and Discussion
• Mini-Case on Ryanair Limited (RYAAY): Is Ryanair’s Website Its Strategic Marketing Tool?
• Current Readings
• Endnotes
• The Cohesion Case: Nestlé S.A. – 2016
• Assurance of Learning Exercises
• Assurance of Learning Exercise 1A: Assess Singapore Airlines’ Most Recent Quarterly Performance Da
• Assurance of Learning Exercise 1B: Gather Strategy Information on Nestlé S.A.
• Assurance of Learning Exercise 1C: Get Familiar with the Free Excel Student Template
• Assurance of Learning Exercise 1D: Evaluate an Oral Student Presentation
• Assurance of Learning Exercise 1E: Strategic Planning at Nestlé S.A.
• Assurance of Learning Exercise 1F: Interview Local Strategists
• Chapter 2: Outside-USA Strategic Planning
• Exemplary Company Showcased: Honda Motor Company (HMC)
• The Nature of Doing Business Globally
• Multinational Firms
• Different Languages Globally
• Labor Unions across Europe
• Academic Research Capsule 2-1: How Many Languages Are There Globally?
• Advantages and Disadvantages of Doing Business Globally
• The Global Challenge
• Tax Rates and Tax Inversions
• Tax Rates
• Academic Research Capsule 2-2: How Do Firms Decide Where to Expand?
• Tax Inversions
• American Versus Foreign Business Culture
• Communication Differences across Countries
• Business Culture across Countries
• Mexico’s Business Culture
• Japan’s Business Culture
• China’s Business Culture
• India’s Business Culture
• Business Climate across Countries
• Africa’s Business Climate
• China’s Business Climate
• Brazil’s Business Climate
• Indonesia’s Business Climate
• India’s Business Climate
• Japan’s Business Climate
• Mexico’s Business Climate
• Vietnam’s Business Climate
• Implications for Strategists
• Implications for Students
• Chapter Summary
• Key Terms and Concepts
• Issues for Review and Discussion
• Assurance of Learning Exercises
• Assurance of Learning Exercise 2A: Nestlé S.A. Wants to Enter Africa. Help Them.
• Assurance of Learning Exercise 2B: Assess Differences in Culture across Countries
• Assurance of Learning Exercise 2C: Honda Motor Company Wants to Do Business in Vietnam. Help Them.
• Assurance of Learning Exercise 2D: Does My University Recruit in Foreign Countries?
• Mini-Case on Airbus Group SE (AIR.PA): How Well Is Airbus Performing Globally?
• Current Readings
• Endnotes
• Chapter 3: Ethics, Social Responsibility, and Sustainability
• Exemplary Company Showcased: Bank Audi S.A.L
• Why “Good Ethics is Good Business”
• Does it Pay to Be Ethical?
• Academic Research Capsule 3-1: What Can We Learn from High-Performance Companies?
• How to Establish an Ethics Culture
• Academic Research Capsule 3-2: Who Is Prone to Be Unethical in a Business?
• Whistle-Blowing, Bribery, and Workplace Romance
• Whistle-Blowing
• Avoid Bribery
• Workplace Romance
• Social Responsibility and Policy
• Academic Research Capsule 3-3: Does It Pay to Be Socially Responsible?
• Design and Articulate a Social Policy
• Social Policies on Retirement
• Environmental Sustainability
• What Firms Are the Best Stewards?
• Sustainability Reports
• The Office of Environmental Affairs
• ISO 14000/14001 Certification
• Wildlife Welfare
• Food Suppliers and Animal Welfare
• Implications for Strategists
• Implications for Students
• Chapter Summary
• Key Terms and Concepts
• Issues for Review and Discussion
• Assurance of Learning Exercises
• Assurance of Learning Exercise 3A: Sustainability and Nestlé
• Assurance of Learning Exercise 3B: How Does My Municipality Compare to Others on Being Pollution-Saf
• Assurance of Learning Exercise 3C: Compare Nestlé versus Mars, Inc. on Social Responsibility
• Assurance of Learning Exercise 3D: How Do You Rate Nestlé’s Sustainability Efforts?
• Assurance of Learning Exercise 3E: The Ethics of Spying on Competitors
• Mini-Case on Etihad Airways: How Ethical and Sustainable Is Etihad Airways?
• Current Readings
• Endnotes
• Chapter 4: Types of Strategies
• Exemplary Company Showcased: Petronas (PGAS.KL)
• Long-Term Objectives
• Characteristics and Benefits of Objectives
• Financial versus Strategic Objectives
• Avoid Not Managing by Objectives
• Types of Strategies
• Levels of Strategies
• Integration Strategies
• Forward Integration
• Backward Integration
• Horizontal Integration
• Intensive Strategies
• Market Penetration
• Market Development
• Product Development
• Diversification Strategies
• Related Diversification
• Unrelated Diversification
• Defensive Strategies
• Retrenchment
• Divestiture
• Liquidation
• Michael Porter’s Five Generic Strategies
• Cost Leadership Strategies (Type 1 and Type 2)
• Differentiation Strategies (Type 3)
• Focus Strategies (Type 4 and Type 5)
• Means for Achieving Strategies
• Cooperation among Competitors
• Joint Venture and Partnering
• Academic Research Capsule 4-1: Are International Alliances More Effective with Competitors or Noncom
• Merger/Acquisition
• Private-Equity Acquisitions
• Tactics to Facilitate Strategies
• First Mover Advantages
• Outsourcing and Reshoring
• Strategic Management in Nonprofit, Governmental, and Small Firms
• Educational Institutions
• Medical Organizations
• Governmental Agencies and Departments
• Small Firms
• Academic Research Capsule 4-2: What Attributes Do Great Entrepreneurs Possess?
• Implications for Strategists
• Implications for Students
• Chapter Summary
• Key Terms and Concepts
• Issues for Review and Discussion
• Assurance of Learning Exercises
• Assurance of Learning Exercise 4A: Market Development for Petronas
• Assurance of Learning Exercise 4B: Alternative Strategies for Petronas
• Assurance of Learning Exercise 4C: Private-Equity Acquisitions
• Assurance of Learning Exercise 4D: The Strategies of Nestlé S.A.: 2015–2017
• Assurance of Learning Exercise 4E: Lessons in Doing Business Globally
• Assurance of Learning Exercise 4F: What Are Petronas’ Strategies in 2015–2017?
• Assurance of Learning Exercise 4G: What Strategies Are Most Risky?
• Assurance of Learning Exercise 4H: Explore Bankruptcy
• Assurance of Learning Exercise 4I: Examine Strategy Articles
• Assurance of Learning Exercise 4J: Classify Some Strategies
• Mini-Case on Tiger Brands Limited: Is Tiger Brands Strategically Ready to Compete and Cooperate?
• Current Readings
• Endnotes
• Chapter 5: Vision and Mission Analysis
• Exemplary Company Showcased: Samsung Electronics Co. Limited (SSNLF)
• Vision Statements: What Do We Want to Become?
• Vision Statement Analysis
• Mission Statements: What Is Our Business?
• The Process of Developing Vision and Mission Statements
• The Importance (Benefits) of Vision and Mission Statements
• Academic Research Capsule 5-1: The Mission Statement/Firm Performance Linkage
• A Resolution of Divergent Views
• Characteristics of a Mission Statement
• A Customer Orientation
• Components of a Mission Statement
• Evaluating and Writing Mission Statements
• Two Mission Statements Critiqued
• Five Mission Statements Revised
• Two Mission Statements Proposed
• Implications for Strategists
• Implications for Students
• Chapter Summary
• Key Terms and Concepts
• Issues for Review and Discussion
• Assurance of Learning Exercises
• Assurance of Learning Exercise 5A: Examine Potential Changes Needed in a Firm’s Vision/Mission
• Assurance of Learning Exercise 5B: Studying an Alternative View of Mission Statement Content
• Assurance of Learning Exercise 5C: Evaluate Mission Statements
• Assurance of Learning Exercise 5D: Evaluate the Vision and Mission Statements of Unilever, Nestlé
• Assurance of Learning Exercise 5E: Selecting the Best Vision and Mission Statements in a Given Indus
• Assurance of Learning Exercise 5F: Write an Excellent Vision and Mission Statement for Novartis AG
• Mini-Case on Citizen Holdings Company Limited (CIZN): Does Citizen Holdings’ Have a Clearvision or
• Current Readings
• Endnotes
• Chapter 6: The Internal Audit
• Exemplary Company Showcased: Vodafone Group Plc (VOD)
• The Nature of an Internal Audit
• Key Internal Forces
• The Process of Performing an Internal Audit
• The Resource-based View
• Academic Research Capsule 6-1: Does RBV Theory Determine Diversification Targets?
• Integrating Strategy and Culture
• Management
• Planning
• Organizing
• Motivating
• Staffing
• Controlling
• Management Audit Checklist of Questions
• Marketing
• Customer Analysis
• Selling Products and Services
• Product and Service Planning
• Pricing
• Distribution
• Marketing Research
• Cost/Benefit Analysis
• Marketing Audit Checklist of Questions
• Finance and Accounting
• Finance/Accounting Functions
• Financial Ratios
• Breakeven Analysis
• Finance/Accounting Audit Checklist
• Production/Operations
• Production/Operations Audit Checklist
• Research and Development
• Internal and External Research and Development
• Research and Development Audit
• Management Information Systems
• Managing Voluminous Consumer Data
• Academic Research Capsule 6-2: New Trends in Managing Big Data
• Management Information Systems Audit
• Value Chain Analysis
• Benchmarking
• The Internal Factor Evaluation Matrix
• Implications for Strategists
• Implications for Students
• Chapter Summary
• Key Terms and Concepts
• Issues for Review and Discussion
• Assurance of Learning Exercises
• Assurance of Learning Exercise 6A: Develop a Corporate IFE Matrix for Volkswagen Group
• Assurance of Learning Exercise 6B: Should Volkswagen Deploy More (or Less) Resources Outside of Euro
• Assurance of Learning Exercise 6C: Apply Breakeven Analysis
• Assurance of Learning Exercise 6D: Perform a Financial Ratio Analysis for Nestlé
• Assurance of Learning Exercise 6E: Construct an IFE Matrix for Nestlé
• Assurance of Learning Exercise 6F: Analyze Your College or University’s Internal Strategic Situati
• Mini-Case on Bank of China Limited (BACHF): What is the Nature of Bank of China’s Growth?
• Current Readings
• Endnotes
• Chapter 7: The External Audit
• Exemplary Company Showcased: Michelin (MGDDF)
• The Purpose and Nature of an External Audit
• Key External Forces
• The Process of Performing an External Audit
• The Industrial Organization (I/O) View
• Ten External Forces That Affect Organizations
• Economic Forces
• Social, Cultural, Demographic, and Natural Environment Forces
• Political, Governmental, and Legal Forces
• Technological Forces
• Competitive Forces
• Porter’s Five-Forces Model
• Rivalry Among Competing Firms
• Potential Entry of New Competitors
• Potential Development of Substitute Products
• Bargaining Power of Suppliers
• Bargaining Power of Consumers
• Sources of External Information
• Forecasting Tools and Techniques
• Making Assumptions
• Business Analytics
• The External Factor Evaluation Matrix
• The Competitive Profile Matrix
• Implications for Strategists
• Implications for Students
• Chapter Summary
• Key Terms and Concepts
• Issues for Review and Discussion
• Assurance of Learning Exercises
• Assurance of Learning Exercise 7A: Michelin and Africa: An External Assessment
• Assurance of Learning Exercise 7B: Preparing a CPM for Michelin Based on Countries Rather Than Compa
• Assurance of Learning Exercise 7C: Develop Divisional Michelin EFE Matrices
• Assurance of Learning Exercise 7D: Developing an EFE Matrix for Nestlé S.A.
• Assurance of Learning Exercise 7E: The External Audit
• Assurance of Learning Exercise 7F: Develop a Competitive Profile Matrix for Michelin
• Assurance of Learning Exercise 7G: Develop a Competitive Profile Matrix for Nestlé
• Assurance of Learning Exercise 7H: Analyzing Your College or University’s External Strategic Situa
• Mini-Case on Woolworths Limited (wow): Is Woolworths Losing Its Edge to ALDI?
• Current Readings
• Endnotes
• Chapter 8: Strategy Generation and Selection
• Exemplary Company Showcased: Unilever Plc (UL)
• The Strategy Analysis and Choice Process
• The Process of Generating and Selecting Strategies
• The Strategy-Formulation Analytical Framework
• The Input Stage
• The Matching Stage
• The Decision Stage
• The SWOT Matrix
• The Strategic Position and Action Evaluation (SPACE) Matrix
• The Boston Consulting Group (BCG) Matrix
• The Internal-External (IE) Matrix
• Academic Research Capsule 8-1: A New IE Matrix
• The Grand Strategy Matrix
• The Decision Stage: The Quantitative Strategic Planning Matrix (QSPM)
• Positive Features and Limitations of the QSPM
• Cultural Aspects of Strategy Analysis and Choice
• The Politics of Strategy Analysis and Choice
• Boards of Directors: Governance Issues
• Academic Research Capsule 8-2: How Many Board of Directors Members Are Ideal?
• Implications for Strategists
• Implications for Students
• Chapter Summary
• Key Terms and Concepts
• Issues for Review and Discussion
• Assurance of Learning Exercises
• Assurance of Learning Exercise 8A: Should Unilever Penetrate Southeast Asia Further?
• Assurance of Learning Exercise 8B: Perform a SWOT Analysis for Unilever’s Global Operations
• Assurance of Learning Exercise 8C: Prepare a BCG Matrix for Unilever
• Assurance of Learning Exercise 8D: Develop a SWOT Matrix for Nestlé S.A.
• Assurance of Learning Exercise 8E: Develop a SPACE Matrix for Nestlé S.A.
• Assurance of Learning Exercise 8F: Develop a BCG Matrix for Nestlé S.A.
• Assurance of Learning Exercise 8G: Develop a QSPM for Nestlé S.A.
• Assurance of Learning Exercise 8H: Develop a SPACE Matrix for Unilever
• Assurance of Learning Exercise 8I: Develop a BCG Matrix for Your College or University
• Assurance of Learning Exercise 8J: Develop a QSPM for a Company That You Are Familiar with
• Assurance of Learning Exercise 8K: Formulate Individual Strategies
• Mini-Case on Hyundai Motor Company(HYMTF): How Would a BCG for Hyundai Look Like?
• Current Readings
• Endnotes
• Chapter 9: Strategy Implementation
• Exemplary Company Showcased: Royal Dutch Shell PLC (RDS.A)
• Strategic Marketing Issues
• Social Media Marketing
• Market Segmentation
• Product Positioning and Perceptual Mapping
• Author Commentary
• Strategic Finance/Accounting Issues
• EPS/EBIT Analysis: Acquire Needed Capital
• Projected Financial Statements
• Projected Financial Statement Analysis for D. R. Horton
• Corporate Valuation
• Academic Research Capsule 9-1: When Should We Overpay to Acquire a Firm?
• Corporate Valuation Methods
• IPOs, Cash Management, and Corporate Bonds
• Go Public With an IPO?
• Keep Cash Offshore is Earned Offshore?
• Issue Corporate Bonds for What Purpose?
• Strategic Research and Development (R&D) Issues
• Strategic Management Information Systems (MIS) Issues
• Mobile Tracking of Employees
• Implications for Strategists
• Implications for Students
• Mobile Apps for Customers
• Chapter Summary
• Key Terms and Concepts
• Issues for Review and Discussion
• Assurance of Learning Exercises
• Assurance of Learning Exercise 9A: Prepare an EPS/EBIT Analysis for Royal Dutch Shell Plc
• Assurance of Learning Exercise 9B: Develop a Product-Positioning Map for Nestlé S.A.
• Assurance of Learning Exercise 9C: Perform an EPS/EBIT Analysis for Nestlé S.A.
• Assurance of Learning Exercise 9D: Prepare Projected Financial Statements for Nestlé S.A.
• Assurance of Learning Exercise 9E: Determine the Cash Value of Nestlé S.A.
• Assurance of Learning Exercise 9F: Develop a Product-Positioning Map for Your College
• Assurance of Learning Exercise 9G: Do Banks Require Projected Financial Statements?
• Mini-Case on Tata Motors Limited (TTM)
• Current Readings
• Endnotes
• Chapter 10: Strategy Execution
• Exemplary Company Showcased: Accenture Plc (ACN)
• Transitioning from Formulating to Implementing Strategies
• The Need for Clear Annual Objectives
• The Need for Clear Policies
• Allocate Resources and Manage Conflict
• Allocate Resources
• Manage Conflict
• Match Structure with Strategy
• Types of Organizational Structure
• The Functional Structure
• The Divisional Structure
• The Strategic Business Unit (SBU) Structure
• The Matrix Structure
• Dos and Don’ts in Developing Organizational Charts
• Academic Research Capsule 10-1: Why Is the COO Position Being Deleted in Many Organizations?
• Strategic Production/Operations Issues
• Restructuring and Reengineering
• Manage Resistance to Change
• Decide Where and How to Produce Goods
• Employee Stock Ownership Plans (ESOPs)
• Strategic Human Resource Issues
• Linking Performance and Pay to Strategy
• Balance Work Life and Home Life
• Develop a Diverse Workforce
• Academic Research Capsule 10-2: How Do Women vs. Men CEOs Perform?
• Use Caution in Hiring a Rival’s Employees
• Create a Strategy-Supportive Culture
• Use Caution in Monitoring Employees’ Social Media
• Develop a Corporate Wellness Program
• Implications for Strategists
• Implications for Students
• Chapter Summary
• Key Terms and Concepts
• Issues for Review and Discussion
• Assurance of Learning Exercises
• Assurance of Learning Exercise 10A: Develop an Organizational Chart for Accenture Plc
• Assurance of Learning Exercise 10B: Assess Accenture’s Philanthropy Efforts
• Assurance of Learning Exercise 10C: Revise Nestlé’s Organizational Chart
• Assurance of Learning Exercise 10D: Explore Objectives
• Assurance of Learning Exercise 10E: Understanding Your University’s Culture
• Mini-Case on Horizon Pharma (HZNP): Does Horizon Pharma Have a Formal Structure?
• Current Readings
• Endnotes
• Chapter 11: Strategy Monitoring
• Exemplary Company Showcased: BHP Billiton (BHP)
• The Strategy-Evaluation Process, Criteria, and Methods
• The Process of Evaluating Strategies
• The Three Strategy-Evaluation Activities
• Reviewing Bases of Strategy
• Measuring Organizational Performance
• Taking Corrective Actions
• The Balanced Scorecard
• Published Sources of Strategy-Evaluation Information
• Characteristics of an Effective Strategy Evaluation System
• Contingency Planning
• Auditing
• Twenty-First-Century Challenges in Strategic Management
• The Art or Science Issue
• The Visible or Hidden Issue
• The Top-Down or Bottom-Up Approach
• Guidelines for Effective Strategic Management
• Implications for Strategists
• Implications for Students
• Chapter Summary
• Key Terms and Concepts
• Issues for Review and Discussion
• Assurance of Learning Exercises
• Assurance of Learning Exercise 11A: Evaluate BHP Billiton’s Strategies
• Assurance of Learning Exercise 11B: Prepare a Strategy-Evaluation Report for Nestlé S.A.
• Assurance of Learning Exercise 11C: Prepare a Balanced Scorecard for Nestlé S.A.
• Assurance of Learning Exercise 11D: Evaluate Your University’s Strategies
• Mini-Case on Broadcom Limited (AVGO): How Could a Balanced Scorecard Benefit Broadcom?
• Current Readings
• Endnotes
• Appendix: Guidelines for Case Analysis
• What Is a Strategic-Management Case?
• Guidelines for Preparing Case Analyses
• The Need for Practicality
• The Need for Justification
• The Need for Realism
• The Need for Specificity
• The Need for Originality
• The Need to Contribute
• The Case Method Versus Lecture Approach
• The Cross-Examination
• Preparing a Written Case Analysis
• The Executive Summary
• The Comprehensive Written Analysis
• Steps in Preparing a Comprehensive Written Analysis
• Making an Oral Presentation
• Controlling Your Voice
• Managing Body Language
• Speaking from Notes
• Constructing Visual Aids
• Answering Questions
• Tips for Success in Case Analysis
• Sample Case Analysis Outline
• Recommended Time Allocation for Presenting a Case Analysis
• Assurance of Learning Exercise: Strategic Planning for Gruma SAB
• Glossary
• Name Index
• Subject Index