Strategic Management

, by Pearce, John A.; Robinson, Richard B.

Write a Review

Note: Supplemental materials are not guaranteed with Rental or Used book purchases.

ISBN: 9780256154788 | 0256154783
Cover: Hardcover
Copyright: 9/1/1996

Sorry, this item is currently not available.

Supplemental Materials

I OVERVIEW OF STRATEGIC MANAGEMENT

(26)

1 Strategic Management

(25)

The Nature and Value of Strategic Management

(1)

Dimensions of Strategic Decisions

(5)

Three Levels of Strategy

(1)

Characteristics of Strategic Management Decisions

(3)

Formality in Strategic Management

(3)

The Strategy Makers

(1)

Benefits of Strategic Management

(1)

Risks of Strategic Management

(1)

Executives' Views of Strategic Management

(1)

The Strategic Management Process

(1)

Components of the Strategic Management Model

(4)

Company Mission

(1)

Company Profile

(1)

External Environment

(1)

Strategic Analysis and Choice

(1)

Long-Term Objectives

(1)

Generic and Grand Strategies

(1)

Action Plans and Short-Term Objectives

(1)

Functional Tactics

(1)

Policies that Empower Action

(1)

Restructuring, Reengineering, and Refocusing the Organization

(1)

Strategic Control and Continuous Improvement

(1)

Strategic Management as a Process

(2)

Changes in the Process

(1)

Summary

(3)

Cohesion Case: The Coca-Cola Company

(5)

II STRATEGY FORMULATION

(274)

2 Defining the Company Mission

(33)

What Is a Company Mission?

(1)

The Need for an Explicit Mission

(1)

Formulating a Mission

(13)

Basic Product or Service: Primary Market; Principal Technology

(1)

Company Goals: Survival, Growth, Profitability

(2)

Company Philosophy

(1)

Public Image

(2)

Company Self-Concept

(2)

Newest Trends in Mission Components

(3)

Overseeing the Strategy Makers

(3)

Board Success Factors

(1)

The Stakeholder Approach to Company Responsibility

(6)

Social Responsibility

(2)

Guidelines for a Socially Responsible Firm

(2)

Summary

(6)

Cohesion Case: Company Mission at The Coca-Cola Company

(4)

3 The External Environment

(42)

Remote Environment

(11)

1. Economic Factors

(2)

2. Social Factors

(1)

3. Political Factors

(1)

4. Technological Factors

(1)

5. Ecological Factors

(6)

Industry Environment

(1)

Overview

(1)

How Competitive Forces Shape Strategy

(1)

Contending Forces

(6)

A. Threat of Entry

(1)

B. Powerful Suppliers

(2)

C. Powerful Buyers

(1)

D. Substitute Products

(1)

E. Jockeying for Position

(1)

Industry Analysis and Competitive Analysis

(1)

Industry Boundaries

(3)

Problems in Defining Industry Boundaries

(1)

Developing a Realistic Industry Definition

(1)

Industry Structure

(2)

Concentration

(1)

Economies of Scale

(1)

Product Differentiation

(1)

Barriers to Entry

(1)

Competitive Analysis

(2)

How to Identify Competitors

(1)

Common Mistakes in Identifying Competitors

(1)

Operating Environment

(6)

1. Competitive Position

(1)

2. Customer Profiles

(3)

3. Suppliers

(1)

4. Creditors

(1)

5. Human Resources: Nature of the Labor Market

(1)

Emphasis on Environmental Factors

(1)

Summary

(4)

Cohesion Case: Assessing the External Environment at The Coca-Cola Company

(4)

4 The Global Environment: Strategic Considerations for Multinational Firms

103

(33)

Development of a Global Corporation

106

(1)

Why Firms Globalize

107

(2)

Considerations Prior to Globalization

109

(2)

Complexity of the Global Environment

111

(1)

Control Problems of the Global Firm

112

(1)

Global Strategic Planning

113

(5)

Multidomestic Industries and Global Industries

113

(3)

The Multinational Challenge

116

(1)

International Strategy Options

117

(1)

Globalization of the Company Mission

118

(4)

Components of the Company Mission Revisited

120

(1)

Product or Service, Market, and Technology

120

(1)

Company Goals: Survival, Growth, and Profitability

121

(1)

Company Philosophy

121

(1)

Self-Concept

122

(1)

Public Image

122

(1)

Competitive Strategies for U.S. Firms in Foreign Markets

122

(4)

Niche Market Exporting

123

(1)

Licensing/Contract Manufacturing

123

(1)

Joint Ventures

124

(1)

Foreign Branching

125

(1)

Foreign Subsidiaries

125

(1)

Summary

126

(3)

Appendix: Components of the Multinational Environment

129

(2)

Cohesion Case: The Global Environment and The Coca-Cola Company

131

(5)

5 Environmental Forecasting

136

(32)

Importance of Forecasting

137

(1)

Select Critical Environmental Variables

137

(4)

Who Selects the Key Variables?

140

(1)

What Variables Should Be Selected?

141

(1)

Select Sources of Significant Environmental Information

141

(1)

Evaluate Forecasting Techniques

141

(10)

Techniques Available

143

(8)

Integrate Forecast Results into the Strategic Management Process

151

(2)

Monitor the Critical Aspects of Managing Forecasts

153

(2)

Summary

155

(3)

Appendix 5-A: Sources for Environmental Forecasts

158

(4)

Appendix 5-B: Strategic Planning Forecasting Tools and Techniques

162

(2)

Cohesion Case: Forecasting and The Coca-Cola Company

164

(4)

6 Internal Analysis

168

(42)

Traditional Approaches to Internal Analysis

169

(12)

SWOT Analysis

170

(3)

The Functional Approach

173

(3)

Value Chain Analysis

176

(5)

Internal Analysis: Making Meaningful Comparisons

181

(8)

Comparison with Past Performance

181

(1)

Stage of Industry Evolution

181

(4)

Benchmarking--Comparison with Competitors

185

(3)

Comparison with Success Factors in the Industry

188

(1)

Summary

189

(2)

Appendix: Using Financial Analysis

191

(12)

Cohesion Case: Internal Analysis at The Coca-Cola Company

203

(7)

7 Formulating Long-Term Objectives and Grand Strategies

210

(37)

Long-Term Objectives

211

(5)

Qualities of Long-Term Objectives

214

(2)

Generic Strategies

216

(1)

Grand Strategies

217

(18)

Concentrated Growth

218

(4)

Market Development

222

(3)

Product Development

225

(1)

Innovation

226

(1)

Horizontal Integration

227

(1)

Vertical Integration

228

(1)

Concentric Diversification

229

(1)

Conglomerate Diversification

230

(1)

Turnaround

231

(3)

Divestiture

234

(1)

Liquidation

235

(1)

Corporate Combinations

235

(5)

Joint Ventures

236

(1)

Strategic Alliances

237

(2)

Consortia, Keiretsus, and Chaebols

239

(1)

Selection of Long-Term Objectives and Grand Strategy Sets

240

(1)

Sequence of Objectives and Strategy Selection

241

(1)

Summary

241

(3)

Cohesion Case: Formulating Long-Term Objective and Grand Strategies at The Coca-Cola Company

244

(3)

8 Strategic Analysis and Choice in Single- or Dominant-Product Businesses: Building Sustainable Competitive Advantages

247

(29)

Evaluating and Choosing Business Strategies: Seeking Sustained Competitive Advantage

248

(11)

Evaluating Cost Leadership Opportunities

249

(2)

Evaluating Differentiation Opportunities

251

(3)

Evaluating Speed as a Competitive Advantage

254

(3)

Evaluating Market Focus as a Way to Competitive Advantage

257

(2)

Selected Industry Environments and Business Strategy Choices

259

(5)

Competitive Advantage in Emerging Industries

259

(1)

Competitive Advantage in the Transition to Industry Maturity

260

(2)

Competitive Advantage in Mature and Declining Industries

262

(1)

Competitive Advantage in Fragmented Industries

262

(1)

Competitive Advantage in Global Industries

263

(1)

Dominant-Product/Service Business: Evaluating and Choosing to Diversify to Build Value

264

(7)

Grand Strategy Selection Matrix

265

(2)

Model of Grand Strategy Selection Clusters

267

(3)

Opportunities for Building Value as a Basis for Choosing Diversification or Integration

270

(1)

Summary

271

(2)

Cohesion Case: Building Sustainable Competitive Advantages at Coca-Cola

273

(3)

9 Strategic Analysis and Choice in the Multibusiness Company: Rationalizing Diversification and Building Shareholder Value

276

(25)

Rationalizing Diversification and Integration

277

(15)

Are Opportunities for Sharing Infrastructure and Capabilities Forthcoming?

278

(3)

Are We Capitalizing on Our Core Competencies?

281

(1)

Does the Company's Business Portfolio Balance Financial Resources?

282

(9)

Does Our Business Portfolio Achieve Appropriate Levels of Risk and Growth?

291

(1)

Behavioral Considerations Affecting Strategic Choice

292

(3)

Role of the Current Strategy

292

(1)

Degree of the Firm's External Dependence

292

(1)

Attitudes toward Risk

293

(1)

Internal Political Considerations

293

(1)

Timing

294

(1)

Competitive Reaction

294

(1)

Summary

295

(2)

Cohesion Case: Building Stockholder Value as a Multibusiness Company at Coca-Cola

297

(4)

III STRATEGY/IMPLEMENTATION

301

10 Implementing Strategy through Action Plans, Functional Tactics, and Employee Empowerment

303

(35)

Action Plans and Short-Term Objectives

304

(5)

Qualities of Effective Short-Term Objectives

306

(2)

The Value-Added Benefits of Action Plans and Short-Term Objectives

308

(1)

Functional Tactics that Implement Business Strategies

309

(11)

Differences between Business Strategies and Functional Tactics

310

(1)

Functional Tactics in Production/Operations

311

(2)

Functional Tactics in Marketing

313

(2)

Functional Tactics in Accounting and Finance

315

(1)

Functional Tactics in Research and Development

316

(2)

Functional Tactics in Human Resource Management (HRM)

318

(2)

Empowering Operating Personnel: The Role of Policies

320

(5)

Creating Policies that Empower

322

(3)

Summary

325

(3)

Cohesion Case: Implementing Strategy through the Business Functions at Coca-Cola

328

(10)

11 Implementing Strategy through Restructuring and Reengineering the Company's Structure, Leadership, Culture, and Rewards

338

(41)

Structuring an Effective Organization

339

(13)

Primary Organizational Structures and Their Strategy-Related Pros and Cons

340

(6)

Guidelines to Match Structure to Strategy

346

(6)

Organizational Leadership

352

(4)

Strategic Leadership: Embracing Change

353

(2)

Assignment of Key Managers

355

(1)

Organizational Culture

356

(5)

Managing the Strategy-Culture Relationship

358

(3)

Reward Systems: Motivating Strategy Execution

361

(5)

Guidelines for Structuring Effective Reward Systems

362

(4)

Summary

366

(4)

Cohesion Case: Implementing Strategy by Restructuring and Reengineering Coca-Cola's Organizational Structure, Leadership, Culture, and Rewards

370

(9)

12 Strategic Control and Continuous Improvement

379

Establishing Strategic Controls

380

(8)

Premise Control

381

(2)

Implementation Control

383

(3)

Strategic Surveillance

386

(1)

Special Alert Control

387

(1)

Operational Control Systems

388

(2)

Budgets

389

(1)

Scheduling

389

(1)

Key Success Factors

390

(1)

Using Operational Control Systems: Monitoring Performance and Evaluating Deviations

390

(3)

The Quality Imperative: Continuous Improvement to Build Customer Value

393

(4)

Summary

397

(3)

Cohesion Case: Strategic Control and Continuous Improvement at Coca-Cola

400

13 Guide to Strategic Management Case Analysis

G-1

The Case Method

G-1

(1)

Preparing for Case Discussion

G-1

(1)

Suggestions for Effective Preparation

G-1

(1)

Participating in Class

G-2

(1)

The Student as Active Learner

G-2

(1)

Your Professor as Discussion Leader

G-3

(1)

Assignments

G-3

(2)

Written Assignments

G-3

(1)

Oral Presentations

G-4

(1)

Working as a Team Member

G-4

(1)

Summary

G-5

IV CASES

C-1

Section A Company Cases

1-1

1 NTN Communications, Inc.--Interactive Television: The Future is Now

1-1

2 Liz Claiborne, 1993: Troubled Times for the Woman's Retail Giant

2-1

3 Perdue Farms, Inc.--1994

3-1

4 Friends Provident: Reengineering Customer Services

4-1

5 Mobil Chemical and the VPP

5-1

6 TQM and Mobil Chemical's Washington, New Jersey, Facility

6-1

7 Perrigo Company

7-1

8 Ben & Jerry's Homemade, Inc.

8-1

9 Snapple Beverage Corporation

9-1

10 Eastman Kodak Company

10-1

11 Diesel Technology Company

11-1

12 Merrill Electronics Corporation (A)

12-1

13 Merrill Electronics Corporation (B)

13-1

14 Videoton (A)

14-1

15 Videoton (B)

15-1

16 The 3M Company: Integrating Europe (A)

16-1

17 The 3M Company: Integrating Europe (B)

17-1

18 W.L. Gore & Associates, Inc.

18-1

19 Hartmarx Corporation

19-1

20 L.A. Gear, Inc.

20-1

21 Kentucky Fried Chicken and the Global Fast-Food Industry

21-1

22 Matsushita Industrial de Baja California (A)

22-1

23 Matsushita Industrial de Baja California (B)

23-1

24 Grand Metropolitan PLC

24-1

25 Robin Hood

25-1

26 Philip Morris: The Warning Labels Issue

26-1

27 Nintendo versus SEGA (A): The Videogame Industry

27-1

28 Nintendo versus SEGA (B): The Videogame Wars

28-1

29 Banco Comercial Portugues (1993)

29-1

30 Guiness Peat Aviation: The Flotation

30-1

Section B Industry Case Sets

31-1

31 Note on the Hazardous Waste Management Industry

31-1

32 Chemical Waste Management

32-1

33 ICF Kaiser International, Inc.

33-1

34 Note on the Oil and Gas Exploration and Production Industry

34-1

35 Atlantic Richfield Corporation

35-1

36 ICF Resources Incorporated

36-1

Section C Individual Industry Notes

37-1

37 Note on the Airline Industry

37-1

38 Note on the Personal Computer Industry

38-1

39 Note on the Biopharmaceutical Industry

39-1

40 Note on the Life Insurance Industry

40-1

41 Note on the Motion Picture Industry

41-1

Case Index

CI-1

Subject Index

Please wait while the item is added to your bag...

FREE SHIPPING

Rent More, Save More! Use code: BBRENTAL

5% off 1 book, 7% off 2 books, 10% off 3+ books

Strategic Management

Table of Contents

Supplemental Materials

FREE SHIPPING

Rent More, Save More! Use code: BBRENTAL

5% off 1 book, 7% off 2 books, 10% off 3+ books

Strategic Management

Table of Contents

Supplemental Materials

Digital License