Strategic management: planning for domestic & global competition
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| Main Authors: | , |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
New York, NY
McGraw-Hill
2015
|
| Edition: | 14. ed., internat. ed. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | getr. Zählung Ill., graph. Darst. |
| ISBN: | 9789814577373 9780077862510 |
Staff View
MARC
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| 250 | |a 14. ed., internat. ed. | ||
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Record in the Search Index
| _version_ | 1804152520594948096 |
|---|---|
| adam_text | Table
of
Contents
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 a Participative Approach to Strategic
Management
10
The Strategic Management Process
11
Strategic Management as a Process
15
Summary
19
Key Terms
19
Questions for Discussion
19
PART TWO
STRATEGY FORMULATION
21
Chapter
2
Company Mission
22
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
28
Company Self-Concept
30
Newest Trends in Mission Components
31
Customers
32
Quality
32
Vision Statement
33
An Exemplary Mission Statement
34
Boards of Directors
36
Agency Theory
38
How Agency Problems Occur
38
Problems That Can Result from Agency
39
Solutions to the Agency Problem
40
Summary
40
Key Terms
41
Questions for Discussion
41
APPENDIX BB&T Vision, Mission,
and Purpose
42
Chapter
3
Corporate Social Responsibility and
Business Ethics
47
The Stakeholder Approach to Social
Responsibility
48
The Dynamics of Social Responsibility
50
Types of Social Responsibility
51
Corporate Social Responsibility and Profitability
56
Sarbanes-Oxley Act of
2002 63
The New Corporate Governance Structure
66
CSR s Effect on the Mission Statement
66
Social Audit
67
Satisfying Corporate Social Responsibility
69
The Core of the CSR Debate
70
Mutual Advantages of Collaborative Social
Initiatives
71
Five Principles of Successful Collaborative Social
Initiatives
72
Assembling the Components
77
The Limits of CSR Strategies
77
The Future of CSR
79
Management Ethics
79
The Nature of Ethics in Business
79
Approaches to Questions of Ethics
81
Codes of Business Ethics
82
Major Trends in Codes of Ethics
83
Business Ethics Self-Assessment
85
Summary
85
Key Terms
85
Questions for Discussion
85
Chapter
4
The External Environment
The Firm s External Environment
Remote Environment
88
Economic Factors
88
Social Factors
90
87
XVII
xviii
Table
of
Contents
Political Factors
93
Technological Factors
94
Ecological Factors
96
Industry Environment
100
How Competitive Forces Shape Strategy
100
Contending Forces
101
Threat of Entry
102
Powerful Suppliers
105
Powerful Buyers
106
Substitute Products
107
Jockeying for Position
107
Industry Analysis and Competitive Analysis
109
Industry Boundaries
109
Power Curves
112
Competitive Analysis
114
Operating Environment
116
Competitive Position
116
Customer Profiles
117
Suppliers
118
Creditors
118
Human Resources: Nature of the Labor Market
119
Emphasis on Environmental Factors
120
Summary
123
Key Terms
123
Questions for Discussion
123
APPENDIX Sources for Environmental
Forecasting
125
Chapter
5
The Global Environment
127
Globalization
128
Development of a Global Corporation
130
Why Firms Globalize
131
Strategic Orientations of Global Firms
133
At the Start of Globalization
133
Complexity of the Global Environment
135
Control Problems of the Global Firm
137
Global Strategic Planning
137
Multidomestic Industries and Global Industries
The Global Challenge
140
Competitive Strategies for Firms in Foreign
Markets
141
Niche Market Exporting
142
Licensing and Contract Manufacturing
142
Franchising
143
Foreign Branching
143
Joint Ventures
143
Wholly Owned Subsidiaries
144
Summary
147
138
Key Terms
147
Questions for Discussion
148
APPENDIX Components of the Global
Environment
149
Chapter
б
Internal Analysis
151
Swot Analysis: A Traditional Approach to Internal
Analysis
153
Using SWOT Analysis in Strategic Analysts
155
Limitations of SWOT Analysis
158
Value Chain Analysis
159
Conducting a Value Chain Analysis
161
Recognizing the Difficulty in Activity-Based Cost
Accounting
163
Resource-Based View of the Firm
165
Core Competencies
166
Three Basic Resources: Tangible Assets, Intangible Assets,
and Organizational Capabilities
167
What Makes a Resource Valuable?
169
Using the Resource-Based View in Internal Analysis
172
Internal Analysis: Making Meaningful
Comparisons
175
Comparison with Past Performance
175
Benchmarking: Comparison with Competitors
176
Comparison with Success Factors in the Industry
180
Product Life Cycle
181
Summary
182
Key Terms
183
Questions for Discussion
184
APPENDIX A Key Resources across
Functional Areas
185
APPENDIX
В
Using Financial Analysis
186
Chapter
7
Long-Term Objectives and
Strategies
195
Long-Term Objectives
196
Qualities of
Long-Term
Objectives
197
The Balanced Scorecard
199
Generic Strategies
200
Low-Cost Leadership
201
Differentiation
202
Focus
202
The Value Disciplines
202
Operational Excellence
203
Customer Intimacy
203
Product Leadership
204
Table
of
Contents
xix
Grand
Strategies
205
1. Concentrated Growth
205
2.
Market Development
209
3.
Product Development
211
4.
Innovation
213
5.
Horizontal Acquisition
214
6.
Vertical Acquisition
217
7.
Concentric Diversification
219
8.
Conglomerate Diversification
219
9.
Turnaround
221
10.
Divestiture
224
11.
Liquidation
226
12.
Bankruptcy
227
13.
Joint Ventures
230
14.
Strategic Alliances
233
15.
Consortia, Keiretsus,
and Chaebols
234
Selection of
Long-Term
Objectives and Grand
Strategy Sets
235
Sequence of Objectives and Strategy
Selection
236
Designing a Profitable Business Model
237
Summary
239
Key Terms
239
Questions for Discussion
239
Chapter
9
Multibusiness Strategy
268
Chapter
8
Business Strategy
240
Evaluating and Choosing Business Strategies:
Seeking Sustained Competitive Advantage
241
Evaluating Cost Leadership Opportunities
243
Evaluating Differentiation Opportunities
246
Evaluating Speed as a Competitive Advantage
249
Evaluating Market Focus as a Way to
Competitive Advantage
252
Stages of industry Evolution and Business
Strategy Choices
254
Competitive Advantage in Fragmented
Industries
259
Competitive Advantage in Global Industries
260
¡Dominant
Product/Service Businesses:
Evaluating and Choosing to Diversify
to Build Value
261
Grand Strategy Selection Matrix
262
Model of Grand Strategy Clusters
264
Opportunities for Building Value as a Basis for
Choosing Diversification or Acquisition
266
Summary
266
Key Terms
267
Questions for Discussion
267
The Portfolio Approach: A Historical
Starting Point
272
The
BCG
Growth-Share Matrix
272
The Industry Attractiveness-Business Strength Matrix
2 74
BCG
s
Strategic Environments Matrix
274
Limitations of Portfolio Approaches
277
The Synergy Approach: Leveraging Core
Competencies
280
The Corporate Parent Role: Can It Add Tangible
Value?
285
The Parenting Opportunities Framework
286
The Parenting Strategy Approach
288
The Patching Approach
293
Summary
295
Key Terms
296
Questions for Discussion
296
PART THREE
STRATEGY IMPLEMENTATION,
CONTROL, AND INNOVATION
297
Chapter
10
Implementation
299
Short-Term Objectives
302
Qualities of Effective Short-Term Objectives
303
Functional Tactics That Implement Business
Strategies
304
Differences between Business Strategies and
Functional Tactics
305
Outsourcing Functional Activities
308
Empowering Operating Personnel: The Role of
Policies
310
Creating Policies That Empower
311
Bonus Compensation Plans
314
Major Plan Types
314
Matching Bonus Plans and Corporate Goals
320
Summary
323
Key Terms
323
Questions for Discussion
323
APPENDIX Functional Tactics
324
Chapter
11
Organizational Structure
331
Traditional Organizational Structures and Their
Strategy-Related Pros and Cons
337
Simple Organizational Structure
337
xx
Table
of Contents
Functional Organizational Structure
338
Divisional Structure
338
Matrix Organizational Structure
342
Product-Team Structure
343
The New Millennium
344
Globalization
345
The Internet
347
Speed
347
Initial Efforts to Improve the Effectiveness of
Traditional Organizational Structures
348
Redefine the Role of Corporate Headquarters from
Control to Support and Coordination
348
Balance the Demands for Control/Differentiation
with the Need for Coordination/Integration
349
Restructure to Emphasize and Support Strategically
Critical Activities
350
Creating Agile, Virtual Organizations
353
Outsourcing
—
Creating a Modular Organization
354
Strategic Alliances
359
Toward Boundaryless Structures
361
Ambidextrous Learning Organizations
363
Summary
365
Key Terms
366
Questions for Discussion
366
Chapter
13
Strategic Control
397
Chapter
12
Leadership and Culture
367
Strategic Leadership: Embracing Change
370
Clarifying Strategic Intent
370
Building an Organization
373
Shaping Organizational Culture
377
Recruiting and Developing Talented Operational
Leadership
379
Organizational Culture
383
The Role of the Organizational Leader in Organizational
Culture
384
Build Time in the Organization
384
Emphasize Key Themes or Dominant Values
387
Encourage Dissemination of Stories and Legends
about Core Values
388
Institutionalize Practices That Systematically Reinforce
Desired Beliefs and Values
388
Adapt Some
Vety
Common Themes in Their Own Unique
Ways
388
Organizational Culture in a Global Organization
389
Manage the Strategy-Culture Relationship
389
Summary
395
Key Terms
395
Questions for Discussion
396
Strategic Control
398
Establishing Strategic Controls
399
Premise Control
399
Strategic Surveillance
401
Special Alert Control
402
The Balanced Scorecard Methodology
407
Summary
411
Key Terms
412
Questions for Discussion
412
Chapter
14
Innovation and
Entrepreneurship
413
What Is Innovation?
415
Incremental Innovation
415
Breakthrough Innovation
420
Risks Associated with Innovation
422
What Is
Entrepreneurship?
430
Intrapreneurship
436
Summary
439
Key Terms
440
Questions for Discussion
440
PART FOUR
CASES
441
Guide to Strategic Management Case Analysis
442
Cases
1-1
SHORT CASES
1.
Bristol-Myers Squibb s Growth through
Addition, Subtraction, and Sharing
1-1
2.
Competing for New York s Best Lobster Roll:
Failed Trade Protection
2-1
3.
JCPenney s Uncertain Turnaround
3-1
4.
Livestrong:
Cycling Around Lance
Armstrong
4-1
5.
A World s Top Company : Southern
New Hampshire University
5-1
6.
Wal-Mart Online
—
What to Do about Amazon
.com?
6-1
7.
Wells Fargo s Remarkable Ascent
7-1
8.
Wendy Aust, Senior Strategic Analyst, Global
Strategy Advisors, LLC
8-1
TRADITIONAL CASES
9.
Absolut Vodka
9-1
10.
Amazon.com,
Inc:
Retailing Giant to High-Tech
Player?
10-1
Table
of Contents
xxi
11.
Apple
v.
Samsung: Intellectual Property and the
Smartphone Patent Wars
11-1
12.
American Public Education, Inc. (A)
12-1
American Public Education, Inc. (B)
12-8
13.
The Apollo Group, Inc. [University of
Phoenix]
13-1
14.
Barnes
&
Noble, Inc.: The Yucaipa Proxy
Challenge
14-1
15.
Blue Nile, Inc.: Stuck in the Middle of the
Diamond Engagement Ring Market
15-1
16.
BMW of North America: Dream It. Build It.
Drive It.
16-1
17.
Of Orangutans and Chainsaws: Cargill,
Inc. Confronts The Rainforest Action Network
Advocacy
17-1
18.
Chipotle: Mexican Grill, Inc.: Food With
Integrity
18-1
19.
Delta Airlines and the Trainer Refinery
19-1
20.
The Global Oil and Gas Industry
20-1
21.
Good Hotel: Doing Good, Doing Well?
21-1
22.
Google s Acquisition of Motorola Mobility:
Will the Gamble
Pay Off?
22-1
23.
Lagunitas Brewing Company, Inc.,
2013 23-1
24. Leica
Camera: A Boutique
Firm Faces a
World of Change
24-1
25.
Louis Vuitton
25-1
26.
The Movie Exhibition Industry
2013 26-1
27.
Netflix, Inc. (A): The
20
II Rebranding/Price
Increase Debacle
27-1
28.
Netflix (B): A Strategic Pivot of Mythic
Proportion
28-1
29.
Volvo and Geely
29-1
30.
Yahoo! Inc.:
Marissá
Mayer s Challenge
30-1
GLOSSARY G-1
PHOTO CREDITS P-1
NAME INDEX
1-1
SUBJECT INDEX
1-13
CASE INDEX I-25
|
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| id | DE-604.BV042074123 |
| illustrated | Illustrated |
| indexdate | 2024-07-10T01:12:01Z |
| institution | BVB |
| isbn | 9789814577373 9780077862510 |
| language | English |
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| spelling | Pearce, John A. Verfasser (DE-588)133423530 aut Strategic management planning for domestic & global competition John A. Pearce II ; Richard B. Robinson, Jr. 14. ed., internat. ed. New York, NY McGraw-Hill 2015 getr. Zählung Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Strategic planning Strategisches Management (DE-588)4124261-0 gnd rswk-swf Strategisches Management (DE-588)4124261-0 s DE-604 Robinson, Richard B. 1947- Verfasser (DE-588)128645377 aut Digitalisierung UB Passau - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=027515325&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
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| subject_GND | (DE-588)4124261-0 |
| title | Strategic management planning for domestic & global competition |
| title_auth | Strategic management planning for domestic & global competition |
| title_exact_search | Strategic management planning for domestic & global competition |
| title_full | Strategic management planning for domestic & global competition John A. Pearce II ; Richard B. Robinson, Jr. |
| title_fullStr | Strategic management planning for domestic & global competition John A. Pearce II ; Richard B. Robinson, Jr. |
| title_full_unstemmed | Strategic management planning for domestic & global competition John A. Pearce II ; Richard B. Robinson, Jr. |
| title_short | Strategic management |
| title_sort | strategic management planning for domestic global competition |
| title_sub | planning for domestic & global competition |
| topic | Strategic planning Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | Strategic planning Strategisches Management |
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