Strategic management for decision making:
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Boston
PWS-Kent Publ. Co.
1992
|
| Schriftenreihe: | Kent series in management
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XV, 999 S. graph. Darst. |
| ISBN: | 0534926819 |
Internformat
MARC
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Datensatz im Suchindex
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PREFACE xiii
¦ part one strategic management concepts
1 STRATEGIC MANAGEMENT DECISIONS 3
Strategic Decisions 3
Strategic Management Defined 4
Strategy Relates the Organization to its Environment 4 • Strategy as a
Series of Decisions 4 Deliberate vs. Emergent Strategy 5
The Strategic Management Process 5
Strategy Formulation, Implementation, Evaluation, and Control 5 ¦ Plan
of the Book 6
The Relationship Between Strategy and Performance 8
The Strategic Decision Makers 9
Chief Executive Officers, Presidents, and Chairmen 9 ¦ Other Managers
and Staff Members 11 • Board of Directors 11 • Agency Theory 14
Consensus, Biases, and Orientations in Strategic Decisions 15
Consensus and Insight on Strategic Decisions 15 • Decision Making
Biases 16 • Strategic Orientations and Decision Making 18
Developing the Strategic Management Process 19
Summary 21
Discussion Questions 22
Endnotes 22
Additional Readings 24
CONTENTS
C* THE STRATEGIC DECISION MAKING PROCESS 26
Introduction 26
Analyzing the Environment: SWOT Analysis 28
Internal Strengths and Weaknesses 28 • External Opportunities and Threats 30
The Strategic Plan 33
Mission 33 • Objectives 34 • Strategies 35
Strategic Decision Making Aids 36
Product/Market/Industry Life Cycles 36 ¦ BCG Matrix 37 • GE Business
Screen 39 • Learning/Experience Curves 43
Relating the Plan to the Environment 45
Consistency and Fit 46 • SWOT and Strategies 46
Summary 47
Discussion Questions 49
Endnotes 49
Additional Readings 51
Q CORPORATE LEVEL STRATEGIC DECISIONS 52
Choices Among Strategies 52
Strategic Fit and CAPM as Strategic Decision Making Tools 54
Strategic Fit 54 • CAPM Implications 55 • The Paradox: Strategic Fit
or the CAPM? 56 • A Hybrid Business Valuation Model 57
Concentration 58
Horizontal Diversification 60
Vertical Integration 61
Merger and Acquisition 63
Joint Venture 65
Restructuring 67
Retrenchment 67 • Divestiture 68 • Bankruptcy 69 • Liquidation 70
Summary 70
Appendix 3.l:The CAPM as a Strategic Decision Making Tool 72
Discussion Questions 73
Endnotes 74
Additional Readings 76
A BUSINESS LEVEL STRATEGIC DECISIONS 77
The Concept of Business Level Strategies 77
Porter s Five Forces Model 78
Potential Entrants 79 • Suppliers 80 • Buyers 80 • Substitutes 80
• Rivalry 81
i CONTENTS
C STRATEGY IMPLEMENTATION 133
The Importance of Implementation 133
Motivation 135
Managerial Motivation 135 ¦ Employee Motivation 136 • Training 137
Structure 137
Functional 139 • Geographic 141 ¦ Divisional/Product 144 • Strategic
Business Unit/Holding Company 145 • Matrix 147 • Multi¬
national 149 • Merger, Acquisition, and Structural Fit 149
Systems/Processes 149
Budgets 149 • Procedures 150 • Information Systems 150
Cross Functional Groups/Task Forces 152
Policies 153
Culture/Shared Values 153
The Nature and Importance of Culture 153 • Changing Corporate
Culture 154
Summary 155
Discussion Questions 156
Endnotes 157
Additional Readings 158
*7 EVALUATION AND CONTROL 160
The Importance of Strategic Control 160
Intended and Realized Strategies 160 ¦ The Renewal Factor 162
Characteristics of Control and the Environment 163
Control Types 163 ¦ Environmental Changes 164 • Extent of Evaluation
and Control 164
Six Evaluation and Control Process Steps 167
Determine What to Control 168 • Set Control Standards 168 • Measure
Performance 171 • Compare Performance to Standards 172 ¦ Determine
the Reasons for the Deviations 172 • Take Corrective Action 172
Summary 174
Discussion Questions 174
Endnotes 175
Additional Readings 175
Q CORPORATE SOCIAL RESPONSIBILITY 177
The Multiple Stakeholder View of Social Responsibility 178
Influences on Social Responsibility 182
Government and Regulatory Influences 182 • Ethical Influences 184
Societal Influences 186
CONTENTS
The Social Responsibility Debate 189
Arguments for Voluntary Actions by Corporations 189 • Arguments Against
Voluntary Actions by Corporations 191 • A Social Responsibility
Continuum 192
Summary 194
Discussion Questions 194
Endnotes 195
Additional Readings 196
Q INTERNATIONAL STRATEGIC DECISIONS 197
Changes in the International Arena 197
Decline of U.S. Competitiveness 197 • Changing Currents, Cross Currents,
and Themes 201
International Strategic Options 203
Types of International Strategy 203 • International Markets and
Products 205 • Implementation Decisions 208
International Functional Strategic Decisions 209
International Operations Strategy 209 • International Marketing
Strategy 213 • International Finance Strategy 215 • International Human
Resource Management Strategy 217 • International R D Strategy 219
• International Information Systems Strategy 219
Summary 219
Discussion Questions 220
Endnotes 221
Additional Readings 223
¦ PART TWO STRATEGIC MANAGEMENT APPLICATIONS
¦ CASE ANALYSIS GUIDE 226
Introduction 226
Reading and Studying the Case 227
Doing the Analysis 228
Organize the Case Facts 228 • Start with Financial Analysis 228 • Focus
Your Analysis 230 • Make Recommendations 231
Class Discussions 232
Oral Presentations 233
Written Case Assignments 234
Doing Additional Research 234
CONTENTS
Entry Barriers 81
Cost Advantages of Incumbents 82 • Capital Requirements 82 • Product
Differentiation 82 • Customer Switching Costs 83 • Access to Distribution
Channels 83 • Government Policy 84 • Relative Importance of Six Barriers 84
Porter s Generic Competitive Strategies 85
Cost Leadership 85 • Differentiation 87 • Focus 88 • Cost Leadership
and Differentiation Through Quality 89 • Relative Importance of Three
Strategies 89 • Stuck in the Middle 90
Competitive Group Analysis 91
Information Technology and Competitive Strategy 94
Relationship of Business and Corporate Strategies 97
Summary 97
Discussion Questions 98
Endnotes 99
Additional Readings 100
£ FUNCTIONAL LEVEL STRATEGIC DECISIONS 101
Introduction 101
Production/Operations 104
Technical Core 105 • Quality 106 • Capacity 108 ¦ Facilities 109
• Technology 109 • Production Planning and Control 110
Marketing 111
Product/Service 111 • Price 112 • Place/Distribution 114 • Promotion/
Advertising 115
Finance 116
Objectives/Strategies 116 • Profitability 117 • Liquidity and Cash
Management 117 • Leverage and Capital Management 118 ¦ Asset
Management 118 • Investment Ratios 119
Human Resources 119
Human Resource Planning 119 • Recruitment and Selection 122 ¦ Training a
Development 122 • Compensation and Rewards 122 • Employment
Security 123 • Labor Relations 123
Research and Development (R D) 124
Relationship to Corporate Strategy 124 • Level of Effort 124 • Project
Selection 124 • Control 125
Information Systems 125
Transaction/Bookkeeping Role 126 • Strategic Planning Role 126
• Competitive Weapon Role 126
Summary 128
Discussion Questions 128
Endnotes 129
Additional Readings 132
CONTENTS
Working in Teams 236
Summary 236
Appendix A: Case Analysis Outline 238
Appendix B: Resources for Case Research 242
¦ CASES
Strategic Decision Makers
1 Liz Claiborne, Inc. David W. Grigsby 262
2 Carmike Cinemas, Inc. Marilyn L. Taylor 282
3 Applied CAD Knowledge, Inc. John A. Seeger and Raymond
M. Kinnunen 298
Concentration in a Single Business: Entrepreneurship and Start up Decisions
4 Chocolate Emporium, Inc. Alan Aidiff and Marilyn
L. Taylor 324
5 Pizza Delights Jay Home, Christine Perkins, Kim Goates,
Peter Asp, Ken Sarris,John Leslie, and James
J. Chrisman 340
6 Brithinee Electric, Inc. Sue Greenfeld 368
7 The Golden Gate Brewing Company Brent Callinicos and
Richard I. Levin 388
8 The Rise and Fall of Yugo America, Inc. Carolyn Silliman
and Jeffrey S. Harrison 428
Corporate Level Strategy Formulation and Implementation
9 Sonoco Products, Inc. Myra Register, Lisa Scott, Sheryl West,
and David W. Grigsby 441
10 Chrysler Acquires American Motors Joseph Wolfe 467
11 NCNB Texas National Bank Sexton Adams and
Adelaide Griffin 494
12 Northern Telecom Lew G. Brown and Richard Sharpe 525
13 Texas Air Corporation Bobby G. Bizzell and
Robert L. Anderson 549
14 Eastman Kodak Company: The Sterling Drug Acquisition
David W. Grigsby and Charles G. Carter 560
Business Level Strategy Formulation and Implementation
15 Lands End, Inc. Caron H. St. John 580
16 Diemolding Corporation L. Richard Oliker 598
17 Pontiac Division of General Motors (A), (B), (C) Peter
Lagenhorst and William E. Fulmer 617
18 Toys R Us, 1989 Caron H. St. John 648
CONTENTS
19 The Electronic Spreadsheet Industry: A Competitive Analysis
of Lotus and its Challengers William C. House
and Gary D. Whitney 661
20 Microsoft (A): The Decision to Go Public Robert D. Hay
and William C. House 674
21 Microsoft (B): The Implementation Process Robert D. Hay
and William C. House 681
22 Lakeshore, Inc. George S. Vozikis and Timothy S. Mescon 689
23 Trouble in Toyland: A Note on the U.S. Toy Industry
David W. Grigsby 705
24 Hasbro, Inc. David W. Grigsby 725
25 Delta Air Lines, Inc. Sexton Adams and Adelaide Griffin 739
26 Club Med, Inc. Robert P. Vichas 758
27 Lincoln Electric Company, 1989 Arthur D. Sharplin 788
Corporate Social Responsibility in Strategic Decisions
28 Polaroid Corporation/Inner City, Inc. John A. Seeger
and Marie Rock 813
29 Morton Thiokol, Inc. Jyoti N. Prasad 832
30 Manville Corporation, 1989 Arthur D. Sharplin 845
International Strategic Decisions
31 Xian Dinner Theatre: The Tang Dynasty Paul W. Beamish
and John Kai Chun Wu 888
32 KNP, N. V. (Royal Dutch Papermills) Alan Bauerschmidt
and Daniel Sullivan 906
33 Caterpillar, Inc., in Latin America Robert P. Vichas
and Totnasz Mroczkowski 922
34 NEC Corporation s Entry into European Microcomputers
Michael Hergert and Robin Hergert 943
APPENDIX: fisCAL SOFTWARE 976
NAME INDEX 984
SUBJECT INDEX 990
|
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| discipline | Wirtschaftswissenschaften |
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| indexdate | 2024-07-09T16:50:09Z |
| institution | BVB |
| isbn | 0534926819 |
| language | English |
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| physical | XV, 999 S. graph. Darst. |
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| spelling | Stahl, Michael J. Verfasser aut Strategic management for decision making Michael J. Stahl ; David W. Grigsby Boston PWS-Kent Publ. Co. 1992 XV, 999 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Kent series in management Decision making Strategic planning Entscheidungsprozess (DE-588)4121202-2 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf Strategisches Management (DE-588)4124261-0 s Entscheidungsprozess (DE-588)4121202-2 s DE-604 Grigsby, David W. Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=004262090&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Stahl, Michael J. Grigsby, David W. Strategic management for decision making Decision making Strategic planning Entscheidungsprozess (DE-588)4121202-2 gnd Strategisches Management (DE-588)4124261-0 gnd |
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| title | Strategic management for decision making |
| title_auth | Strategic management for decision making |
| title_exact_search | Strategic management for decision making |
| title_full | Strategic management for decision making Michael J. Stahl ; David W. Grigsby |
| title_fullStr | Strategic management for decision making Michael J. Stahl ; David W. Grigsby |
| title_full_unstemmed | Strategic management for decision making Michael J. Stahl ; David W. Grigsby |
| title_short | Strategic management for decision making |
| title_sort | strategic management for decision making |
| topic | Decision making Strategic planning Entscheidungsprozess (DE-588)4121202-2 gnd Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | Decision making Strategic planning Entscheidungsprozess Strategisches Management |
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