Formulation, implementation, and control of competitive strategy:
Saved in:
| Main Authors: | , |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Boston, Mass. [u.a.]
McGraw-Hill Irwin
2007
|
| Edition: | 10. ed., internat. ed. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | Getr. Zählung Ill., graph. Darst. |
| ISBN: | 9780071109147 9780071107181 0071109145 0071107185 |
Staff View
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Record in the Search Index
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| adam_text | Preface vii
PART ONE
OVERVIEW OF STRATEGIC
MANAGEMENT 1
Chapter 1
Strategic Management 2
The Nature and Value of Strategic Management 3
Dimensions of Strategic Decisions 4
Formality in Strategic Management 7
Benefits of Strategic Management 9
Risks of Strategic Management 10
The Strategic Management Process 10
Components of the Strategic Management Model 12
Strategic Management as a Process 14
Summary 16
Key Terms 16
Questions for Discussion 17
Discussion Case: Can Anyone Save HP? 17
PART TWO
STRATEGY FORMULATION 21
Chapter 2
Company Mission 21
What Is a Company Mission? 23
The Need for an Explicit Mission 23
Formulating a Mission 24
Basic Product or Service; Primary Market; Principal
Technology 24
Company Goals: Survival; Growth; Profitability 26
Company Philosophy 27
Public Image 29
Company Self-Concept 30
Newest Trends in Mission Components 32
An Exemplary Mission Statement 34
Boards of Directors 35
Agency Theory 36
How Agency Problems Occur 3 7
Problems That Can Result from Agency 3 7
Solutions to the Agency Problem 39
Summary 39
xviii
Key Terms 39
Questions for Discussion 40
Discussion Case: The Future
of The New York Times 40
APPENDIX BB T Vision, Mission,
and Purpose 44
Chapter 3
Corporate Social Responsibility
and Business Ethics 49
The Stakeholder Approach
to Social Responsibility 50
The Dynamics of Social Responsibility 52
Types of Social Responsibility 53
Corporate Social Responsibility and Profitability 54
Sarbanes-Oxley Act of 2002 60
The New Corporate Governance Structure 63
CSR s Effect on the Mission Statement 64
Social Audit 64
Management Ethics 65
The Nature of Ethics in Business 65
Satisfying Corporate Social Responsibility 65
The Core of the CSR Debate 66
Mutual Advantages of Collaborative
Social Initiatives 68
Five Principles of Successful Collaborative Social
Initiatives 68
Assembling the Components 73
The Limits of CSR Strategies 73
The Future of CSR 75
Approaches to Questions of Ethics 77
Codes of Business Ethics 78
Major Trends in Codes of Ethics 80
Summary 80
Key Terms 81
Questions for Discussion 81
Discussion Case: Wal-Mart vs. Class Actions 81
Chapter 4
The External Environment 83
The Firm s External Environment 84
Remote Environment 84
Economic Factors 84
Social Factors 84
Political Factors 87
Technological Factors 88
Ecological Factors 89
International Environment 92
Industry Environment 92
How Competitive Forces Shape Strategy 93
Contending Forces 95
Threat of Entry 95
Powerful Suppliers 96
Powerful Buyers 99
Substitute Products 100
Jockeying for Position 100
Industry Analysis and Competitive Analysis 101
Industry Boundaries 101
Industry Structure 103
Competitive Analysis 105
Operating Environment 106
Competitive Position 106
Customer Profiles 107
Suppliers 108
Creditors 108
Human Resources: Nature of the Labor Market 108
Emphasis on Environmental Factors 110
Summary 114
Key Terms 114
Questions for Discussion 114
Discussion Case: The Raja of Steel 115
APPENDIX Sources for Environmental
Forecasting 118
Chapter 5
The Global Environment 120
Globalization 121
Development of a Global Corporation 121
Why Firms Globalize 123
Strategic Orientations of Global Firms 124
At the Start of Globalization 126
Complexity of the Global Environment 128
Control Problems of the Global Firm 129
Global Strategic Planning 131
Multidomestic Industries and Global Industries 131
The Global Challenge 134
Market Requirements and Product Characteristics 136
International Strategy Options 137
Competitive Strategies for Firms
in Foreign Markets 137
Niche Market Exporting 138
Licensing and Contract Manufacturing 139
Franchising 140
Joint Ventures 140
Foreign Branching 141
Wholly Owned Subsidiaries 141
Summary 142
Key Terms 143
Questions for Discussion 143
Discussion Case: Fakes 144
APPENDIX Components of the Multinational
Environment 148
Chapter 6
Internal Analysis 150
SWOT Analysis: A Traditional Approach to Internal
Analysis 153
Using SWOT Analysis in Strategic Analysis 154
Limitations of SWOT Analysis 157
Value Chain Analysis 158
Conducting a Value Chain Analysis 160
Recognizing the Difficulty in Activity-Based Cost
Accounting 162
Resource-Based View of the Firm 164
Three Basic Resources: Tangible Assets, Intangible Assets,
and Organizational Capabilities 165
What Makes a Resource Valuable? 165
Using the Resource-Based View in Internal
Analysis 171
Internal Analysis: Making Meaningful
Comparisons 173
Comparison with Past Performance 173
Benchmarking: Comparison with Competitors 174
Comparison with Success Factors in the Industry 175
Summary 176
Key Terms 177
Questions for Discussion 177
Discussion Case: Apple s Blueprint for Genius 177
APPENDIX A Key Resources across
Functional Areas 180
APPENDIX B Using Financial Analysis 181
Chapter 7
Long-Term Objectives and Strategies 190
Long-Term Obj ectives 191
Qualities of Long-Term Objectives 192
The Balanced Scorecard 194
Generic Strategies 195
Low-Cost Leadership 195
Differentiation 196
Focus 197
xx Table of Contents
The Value Disciplines 198
Operational Excellence 199
Customer Intimacy 200
Product Leadership 201
Grand Strategies 202
Concentrated Growth 202
Market Development 206
Product Development 208
Innovation 209
Horizontal Integration 211
Vertical Integration 211
Concentric Diversification 212
Conglomerate Diversification 212
Turnaround 215
Divestiture 217
Liquidation 217
Bankruptcy 218
Joint Ventures 220
Strategic Alliances 221
Consortia, Keiretsus, and Chaebols 222
Selection of Long-Term Objectives and Grand Strategy
Sets 225
Sequence of Objectives and Strategy Selection 226
Summary 226
Key Terms 227
Questions for Discussion 227
Discussion Case: 3M s Rising Star 227
Chapter 8
Business Strategy 232
Evaluating and Choosing Business Strategies: Seeking
Sustained Competitive Advantage 233
Evaluating Cost Leadership Opportunities 234
Evaluating Differentiation Opportunities 23 7
Evaluating Speed as a Competitive Advantage 240
Evaluating Market Focus as a Way to Competitive
Advantage 242
Stages of Industry Evolution and Business Strategy
Choices 245
Competitive A dvantage in Fragmented Industries 250
Competitive A dvantage in Global Industries 250
Dominant Product/Service Businesses: Evaluating and
Choosing to Diversify to Build Value 251
Grand Strategy Selection Matrix 252
Model of Grand Strategy Clusters 254
Opportunities for Building Value as a Basis for Choosing
Diversification or Integration 256
Summary 256
Key Terms 256
Questions for Discussion 257
Discussion Case: DHL s American Adventure 257
Chapter 9
Multibusiness Strategy 261
The Portfolio Approach: A Historical
Starting Point 263
The BCG Growth-Share Matrix 264
The Industry Attractiveness-Business Strategy
Matrix 265
BCG s Strategic Environments Matrix 266
Limitations of Portfolio Approaches 268
The Synergy Approach: Leveraging Capabilities and
Core Competencies 269
Capitalize on Core Competencies 269
The Corporate Parent Role: Can It Add
Tangible Value? 276
The Parenting Framework 276
The Patching Approach 279
Summary 283
Key Terms 283
Questions for Discussion 284
Discussion Case: Beyond Blue 284
PART THREE
STRATEGY IMPLEMENTATION,
CONTROL, AND INNOVATION 289
Chapter 10
Implementation 291
Short-Term Objectives 293
Qualities of Effective Short-Term Objectives 294
The Value-Added Benefits of Short-Term Objectives and
Action Plans 298
Functional Tactics That Implement Business
Strategies 298
Differences between Business Strategies
and Functional Tactics 300
Outsourcing Functional Activities 301
Empowering Operating Personnel: The Role
of Policies 303
Creating Policies That Empower 304
Executive Bonus Compensation Plans 306
Major Plan Types 312
Matching Bonus Plans and Corporate Goals 312
Summary 314
Key Terms 314
Questions for Discussion 315
Discussion Case: Toyota Implements a Low-Cost
Strategy 315
APPENDIX Functional Tactics 318
Chapter 11
Organizational Structure 324
Traditional Organization Structures and Their Strategy-
Related Pros and Cons 327
Simple Organizational Structure 328
Functional Organizational Structure 328
Divisional Structure 330
Matrix Organizational Structure 332
Product-Team Structure 332
What a Difference a Century Makes 334
Globalization 334
The Internet 337
Speed 337
Initial Efforts to Improve the Effectiveness of
Traditional Organizational Structures 338
Redefine the Role of Corporate Headquarters from
Control to Support and Coordination 338
Balance the Demands for Control/Differentiation with the
Need for Coordination/Integration 339
Restructure to Emphasize and Support Strategically
Critical Activities 340
Reengineer Strategic Business Processes 340
Downsize and Self-Manage: Force Decisions
to Operating Level 341
Creating Agile, Virtual Organizations 343
Outsourcing—Creating a Modular Organization 343
Strategic Alliances 347
Toward Boundary/less Structures 349
Summary 352
Key Terms 354
Questions for Discussion 355
Discussion Case 1: A Crash Diet for Sara Lee 355
Discussion Case 2: Online Extra: Turning Two Tech
Teams into One 356
Chapter 12
Leadership and Culture 358
Strategic Leadership: Embracing Change 360
Clarifying Strategic Intent 361
Building an Organization 364
Shaping Organizational Culture 367
Recruiting and Developing Talented Organizational
Leadership 368
Table of Contents xxi
Organizational Culture 372
The Role of the Organizational Leader in Organizational
Culture 372
Build Time in the Organization 373
Emphasize Key Themes or Dominant Values 3 76
Encourage Dissemination of Stories and Legends about
Core Values 376
Institutionalize Practices That Systematically Reinforce
Desired Beliefs and Values 377
Adapt Some Very Common Themes in Their Own
Unique Ways 377
Manage the Organizational Culture in a Global
Organization 377
Manage the Strategy-Culture Relationship 378
Summary 383
Key Terms 384
Questions for Discussion 384
Discussion Case: The Immelt Revolution 384
Chapter 13
Control, Innovation, and
Entrepreneurship 390
Establishing Strategic Controls 391
Premise Control 393
Strategic Surveillance 393
Special Alert Control 394
Implementation Control 395
The Balanced Scorecard Methodology 398
Innovation and Entrepreneurship 400
Incremental Innovation 403
Breakthrough Innovation 408
Risks Associated with Innovation 409
Entrepreneurship 413
Intrapreneurship 419
Summary 421
Key Terms 422
Questions for Discussion 422
Discussion Case 1: The Nimble Shall Inherit
the Earth 422
Discussion Case 2: Building an Idea Factory 423
NAME INDEX 1-1
SUBJECT INDEX 1-11
|
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| spelling | Pearce, John A. Verfasser aut Formulation, implementation, and control of competitive strategy John A. Pearce ; Richard B. Robinson, Jr. 10. ed., internat. ed. Boston, Mass. [u.a.] McGraw-Hill Irwin 2007 Getr. Zählung Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Strategic planning Strategic planning Case studies Wettbewerbsstrategie (DE-588)4200234-5 gnd rswk-swf Unternehmenspolitik (DE-588)4078610-9 gnd rswk-swf Unternehmen (DE-588)4061963-1 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf (DE-588)4522595-3 Fallstudiensammlung gnd-content Unternehmen (DE-588)4061963-1 s Wettbewerbsstrategie (DE-588)4200234-5 s DE-188 Unternehmenspolitik (DE-588)4078610-9 s 1\p DE-604 Strategisches Management (DE-588)4124261-0 s 2\p DE-604 Robinson, Richard B. Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=020021315&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 2\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Pearce, John A. Robinson, Richard B. Formulation, implementation, and control of competitive strategy Strategic planning Strategic planning Case studies Wettbewerbsstrategie (DE-588)4200234-5 gnd Unternehmenspolitik (DE-588)4078610-9 gnd Unternehmen (DE-588)4061963-1 gnd Strategisches Management (DE-588)4124261-0 gnd |
| subject_GND | (DE-588)4200234-5 (DE-588)4078610-9 (DE-588)4061963-1 (DE-588)4124261-0 (DE-588)4522595-3 |
| title | Formulation, implementation, and control of competitive strategy |
| title_auth | Formulation, implementation, and control of competitive strategy |
| title_exact_search | Formulation, implementation, and control of competitive strategy |
| title_full | Formulation, implementation, and control of competitive strategy John A. Pearce ; Richard B. Robinson, Jr. |
| title_fullStr | Formulation, implementation, and control of competitive strategy John A. Pearce ; Richard B. Robinson, Jr. |
| title_full_unstemmed | Formulation, implementation, and control of competitive strategy John A. Pearce ; Richard B. Robinson, Jr. |
| title_short | Formulation, implementation, and control of competitive strategy |
| title_sort | formulation implementation and control of competitive strategy |
| topic | Strategic planning Strategic planning Case studies Wettbewerbsstrategie (DE-588)4200234-5 gnd Unternehmenspolitik (DE-588)4078610-9 gnd Unternehmen (DE-588)4061963-1 gnd Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | Strategic planning Strategic planning Case studies Wettbewerbsstrategie Unternehmenspolitik Unternehmen Strategisches Management Fallstudiensammlung |
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