Strategic management for the XXIst century:
Saved in:
| Main Authors: | , |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Boca Raton [u.a.]
St. Lucie Press
1999
|
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XIV, 577 S. graph. Darst. |
| ISBN: | 1574442104 |
Staff View
MARC
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| 245 | 1 | 0 | |a Strategic management for the XXIst century |c M. Reza Vaghefi ; Alan B. Huellmantel |
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Record in the Search Index
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| adam_text | Contents
Section I. The Text
Chapter 1. The Art of Governing 3
1.1 Introduction 3
1.2 Managerial Life Cycles 7
1.3 Strategic Plans vs. Strategic Management System 10
1.4 External vs. Internal Issues 10
1.5 Dealing With Strategic and Non Strategic Issues 12
1.6 Globalization 17
1.7 The Thrust into Global Markets 19
1.8 Summary 20
References 21
Chapter 2. Strategic Leadership at General Electric: 1947 to 1997 23
2.1 Introduction 23
2.1.1 Planning Buzzwords 24
2.1.2 Criticism: A Reality Check 24
2.2 Planning at GE Prior to the Cordiner Era (1939 1950) 25
2.3 Cordiner and the Entrepreneurial Era (1950 1963):
Evolution of the Strategic Concept Under Ralph Cordiner 26
2.3.1 On the Rationale Behind General Electric Re Organization 26
2.3.2 On Entrepreneurial/Visionary Strategies 27
2.3.3 On Resource Allocation, Strategies, and Risk 27
2.3.4 On the Marketing Management Concept 27
2.3.5 General Electric s Marketing Concept 28
2.3.6 Summary 29
2.4 Borch and the Strategic Planning Era (1963 1971):
Implementing the Strategic Concept 31
2.4.1 Strategic Business Units , 32
2.4.2 Portfolio Management 33
2.4.3 Summary 36
2.5 Jones and the Strategic Management Era (1972 1981):
Implementing the Strategic Concept 36
2.6 Welch and the Strategic Thinking and Visionary
Leadership Era (1981 ) 40
2.6.1 GE s Growth Strategies for the 1990s 42
2.6.2 Changing a Bureaucratic Planning Process 42
2.6.3 GE s Growth Strategy for the XXIst Century 44
2.6.4 Selecting Welch s Successor 45
2.6.5 Summary 45
2.7 A Critique of General Electrics 50 Years of Strategic Planning 46
References 48
Chapter 3. Strategic Management for the XXIst Century 51
3.1 Introduction 51
3.2 Standardized Terminology 52
3.3 The AACSB Study 53
3.4 The McKinsey Report 57
3.4.1 Characteristics of the Original Strategic Concept 58
3.4.2 Adoption of a Matrix Planning Model 62
3.4.3 Cultural Element in Planning Process 63
3.5 Summary 64
References 65
Chapter 4. Visionary Leadership 67
4.1 Introduction 67
4.2 Strategic Thinking 68
4.3 The Creative Process 69
4.3.1 Ideation 70
4.3.1.1 Stage 1: Saturation 71
4.3.1.2 Stage 2: Incubation 71
4.3.1.3 Stage 3: Illumination 71
4.3.1.4 Stage 4: Verification 71
4.3.2 Innovation 72
4.4 Barriers to Creativity 72
4.5 Converting the Leader s Vision into a Strategic Plan 73
4.5.1 Verbalizing the Vision 74
4.5.2 Planning Format or Model To Be Used 74
4.5.3 General Planning Instructions 75
4.6 An Example: The Atlantic Refining Company s
Corporate Planning Guidelines Memo 75
4.6.1 The State of the Organization 76
4.6.2 Atlantic s Major Problem 76
4.6.3 Atlantic s Strengths and Weaknesses
Compared to Its Competitors 76
4.6.4 What Kind of a Company Do We Want Atlantic To Become? 79
l
x
4.6.5 Atlantic s Profit Centers 79
4.6.5.1 The Domestic Profit Center 79
4.6.5.2 The Foreign Profit Center 82
4.6.6 Additional Planning Instructions 83
4.6.7 The Outcome: Atlantic Refining s Growth
Record Under Its 1965 Strategic Plan 84
4.7 The Role of the Annual Budget in Implementing the Strategic Plan 84
4.8 Measuring the Relative Values of Competing Strategies 85
4.9 Directing and Controlling the Strategic Planning System 89
4.10 Summary 92
References 92
Chapter 5. Finance Marketing Interface 95
5.1 Introduction 95
5.2 The Challenge for the XXIst Century 96
5.3 The Concept and Purpose of Corporate Strategic Planning 97
5.4 The Concept and Purpose of Strategic Marketing 103
5.5 Role of Marketing Research in Strategic Marketing 104
5.6 Level Three Marketing Research Departments 107
5.7 Marketing: The Gatekeeper for External Changes Ill
5.8 The Interface 112
5.9 Marketing s New Responsibilities 116
5.10 Functional Strategic Planning 117
5.11 Summary 117
References 118
Chapter 6. The Planning Organization 121
6.1 The Role of the Organizational Structure 121
6.2 Organizational Planning 123
6.3 The Chief Planner and the Planning Team 124
6.3.1 Introduction 124
6.3.2 The Planning Team 127
6.3.3 The Corporate Planning Director 128
6.3.4 The Corporate Planning Committee 129
6.3.5 Sector Level Vice Presidents 130
6.3.6 Divisional Vice Presidents 130
6.3.7 Strategic Business Unit Managers 130
6.3.8 Product, Brand, or Market Managers 132
6.4 Summary • 133
References 134
Chapter 7. Strategic Management in Human Resources 137
7.1 Introduction 137
7.2 Strategic Planning 138
7.3 Three Strategic Dimensions of Human Resources Management 140
7.3.1 Strategic Dimension 1: Monitoring
and Interpreting Trends 142
7.3.2 Strategic Dimension 2: Contributing
to New Business Strategy Planning 143
7.3.3 Strategic Dimension 3: The Strategic Manpower Plan 145
7.3.3.1 Organizational Charts 146
7.3.3.2 Key Personnel Appraisal and Inventory 147
7.3.3.3 Future Personnel and Budget 148
7.4 Summary 150
References 151
Chapter 8. Strategic Purchasing Planning 153
8.1 Introduction 153
8.2 The Strategic Planning Process 154
8.2.1 Level A 156
8.2.2 Level B 157
8.2.3 Level C 158
8.3 Purchasing s Contributions to Strategic Planning 158
8.3.1 Monitor Trends 159
8.3.2 Interpret Trends 159
8.3.3 Identify Needs 160
8.3.4 Competitive Purchasing Strategies 160
8.4 Some Observations 162
8.5 Summary 162
References 163
Chapter 9. Non Business Strategic Planning 165
9.1 Introduction 165
9.2 The Executive Summary 168
9.3 The Purpose for a Strategic Plan 169
9.4 The Planning Audit 169
9.5 Thinking Strategically About the Future 169
9.6 Linking Strategies to the Financial Plan and Annual Budgets 176
9.7 Summary 179
Reference 179
Chapter 10. Implementation of Strategic Plan 181
10.1 Introduction 181
10.2 Step 1: The Purpose of the Plan 184
10.3 Step 2: The Questions the Plan Must Answer 185
10.4 Step 3: Information Gathering Using Futures Research 186
10.5 Step 4: Developing Strategies 189
10.5.1 The Sources of Competitive Advantage 194
10.5.2 The Core of Competitive Strategy 195
10.5.3 Evaluating Competitive Strategies 195
10.6 Step 5: Long Range Financial Plan 196
10.7 Strategies for Competitive Advantage 198
10.8 Evaluating New Business Opportunities 200
10.9 Manager s Job: Decision Making and Resource Allocation 201
10.10 An Example 202
10.11 Application of Economic Value Added 202
10.12 Summary 205
References 208
Section 2. The Cases
Chapter 11. Objectives and Philosophy of the Case Method 211
11.1 Case Relevance to Manager Development 212
11.2 Case Analysis 215
11.3 Student s Independent Analysis 215
11.4 Study Groups 217
11.4.1 Receive the Case Material 218
11.4.2 Complete the Case Information 219
11.4.3 Evaluate the Current Situation 220
11.4.4 Evaluate Alternatives for Future Action 221
11.4.5 Review the Recommendations Critically 222
11.5 Case Presentation 223
References 226
Chapter 12. Key Financial Ratios 227
Profitability Ratios 227
Liquidity Ratios 228
Leverage Ratios 228
Activity Ratios 229
Shareholders Return Ratio 229
Case 1. Southeastern Shipyards, Inc 231
Case 2. Matsushita Electrical Industrial 247
Case 3. McDonnell Douglas — Turning the Corner? 257
Case 4. Ben Jerrys 279
Case 5. American Airlines, Inc 291
Case 6. The US. Automobile Industry: Will It Compete in the Future? 313
Case 7. Foreign Cars in the United States 337
Case 8. The New Chrysler Corporation 351
Case 9. Toyota Motor Corporation 375
Case 10. Mercedes Benz 397
Case 11. Anheuser Busch Companies 413
Case 12. Union Camp Corporation 433
Case 13. Note on the Pharmaceutical Industry 447
Case 14. Schering Plough Corporation 461
Case 15. Merck, Inc 477
Case 16. Boeing Company 495
Case 17. History of Cellular Communications 507
Case 18. Johnson Johnson: The Global Corporation 517
Case 19. Sunkyong Group 535
Index 561
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| spelling | Vaghefi, Mohammad R. Verfasser aut Strategic management for the XXIst century M. Reza Vaghefi ; Alan B. Huellmantel Boca Raton [u.a.] St. Lucie Press 1999 XIV, 577 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Strategische planning gtt Strategic planning Strategisches Management (DE-588)4124261-0 gnd rswk-swf (DE-588)4123623-3 Lehrbuch gnd-content Strategisches Management (DE-588)4124261-0 s DE-604 Huellmantel, Alan B. Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009040942&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
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| subject_GND | (DE-588)4124261-0 (DE-588)4123623-3 |
| title | Strategic management for the XXIst century |
| title_auth | Strategic management for the XXIst century |
| title_exact_search | Strategic management for the XXIst century |
| title_full | Strategic management for the XXIst century M. Reza Vaghefi ; Alan B. Huellmantel |
| title_fullStr | Strategic management for the XXIst century M. Reza Vaghefi ; Alan B. Huellmantel |
| title_full_unstemmed | Strategic management for the XXIst century M. Reza Vaghefi ; Alan B. Huellmantel |
| title_short | Strategic management for the XXIst century |
| title_sort | strategic management for the xxist century |
| topic | Strategische planning gtt Strategic planning Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | Strategische planning Strategic planning Strategisches Management Lehrbuch |
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