Strategic management: concepts ; a competitive advantage approach
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
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Boston
Pearson
[2017]
|
| Ausgabe: | sixteenth edition, global edition |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | 429 Seiten Diagramme |
| ISBN: | 9781292164977 |
Internformat
MARC
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| 245 | 1 | 0 | |a Strategic management |b concepts ; a competitive advantage approach |c Fred R. David, Forest R. David |
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| 264 | 4 | |c © 2017 | |
| 300 | |a 429 Seiten |b Diagramme | ||
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Datensatz im Suchindex
| _version_ | 1804176512235077632 |
|---|---|
| adam_text | Contents
Preface 15
Acknowledgments 25
About the Authors 27
Chapter 1 Strategic Management Essentials 31
EXEMPLARY COMPANY SHOWCASED: SINGAPORE AIRLINES
LIMITED (SIA) 32
What Is a Cohesion Case? 33 • Defining Strategic
Management 33
Stages of Strategic Management 33
Integrating Intuition and Analysis 34
Adapting to Change 35
Key Terms in Strategic Management 36
Competitive Advantage 36 • Strategists 36
ACADEMIC RESEARCH CAPSULE 1-1: WHEN ARE CHIEF
STRATEGY OFFICERS (CSOS) HIRED/APPOINTED? 37
Vision and Mission Statements 38 • External Opportunities and
Threats 38 • Internal Strengths and Weaknesses 39 • Long-
Term Objectives 40 • Strategies 40 • Annual
Objectives 40 • Policies 41
The Strategic-Management Model 42
Benefits of Engaging in Strategic Management 43
ACADEMIC RESEARCH CAPSULE 1-2: WHAT ACTIVITY
IS MOST IMPORTANT IN THE STRATEGIC-MANAGEMENT
PROCESS? 43
Financial Benefits 44 • Nonfinancial Benefits 45
Why Some Firms Do No Strategic Planning 45
Pitfalls in Strategic Planning 46
Comparing Business and Military Strategy 46
IMPLICATIONS FOR STRATEGISTS 48
IMPLICATIONS FOR STUDENTS 49
Chapter Summary 49
Key Terms and Concepts 50
Issues for Review and Discussion 50
MINI-CASE ON RYANAIR LIMITED (RYAAY): IS RYANAIR S
WEBSITE ITS STRATEGIC MARKETING TOOL? 52
Current Readings 53
Endnotes 53
THE COHESION CASE: NESTLÉ S.A., 2016 54
ASSURANCE OF LEARNING EXERCISES 63
Assurance of Learning Exercise 1 A: Assess Singapore Airlines Most
Recent Quarterly Performance Data 63
Assurance of Learning Exercise 1B: Gather Strategy Information
on Nestlé S.A. 64
Assurance of Learning Exercise 1C: Get Familiar with the Free Excel
Student Template 64
Assurance of Learning Exercise 1D: Evaluate an Oral Student
Presentation 64
Assurance of Learning Exercise 1E: Strategic Planning
at Nestlé S.A. 65
Assurance of Learning Exercise 1F: Interview Local Strategists 65
Chapter 2 Outside-USA Strategic Planning 67
EXEMPLARY COMPANY SHOWCASED: HONDA MOTOR
COMPANY (HMC) 68
The Nature of Doing Business Globally 68
Multinational Firms 70 • Different Languages
Globally 71 • Labor Unions across Europe 71
ACADEMIC RESEARCH CAPSULE 2-1: HOW MANY LANGUAGES
ARE THERE GLOBALLY? 71
Advantages and Disadvantages of Doing
Business Globally 72
The Global Challenge 73
Tax Rates and Tax Inversions 74
Tax Rates 74
ACADEMIC RESEARCH CAPSULE 2-2: HOW DO FIRMS DECIDE
WHERETO EXPAND? 74
Tax Inversions 76
American Versus Foreign Business Culture 76
Communication Differences across Countries 78
Business Culture across Countries 79
Mexico s Business Culture 79 • Japan s Business
Culture 80 • China s Business Culture 81 • India s Business
Culture 82
Business Climate across Countries 82
Africa s Business Climate 83 • China s Business
Climate 84 • Brazil s Business Climate 85 • Indonesia s
Business Climate 85 • India s Business Climate 85 • Japan s
Business Climate 86 • Mexico s Business Climate 86 •
Vietnam s Business Climate 87
IMPLICATIONS FOR STRATEGISTS 88
IMPLICATIONS FOR STUDENTS 88
Chapter Summary 89
Key Terms and Concepts 89
issues for Review and Discussion 89
ASSURANCE OF LEARNING EXERCISES 90
Assurance of Learning Exercise 2A: Nestlé S.A. Wants to Enter Africa. Help
Them. 90
Assurance of Learning Exercise 2B: Assess Differences in Culture across
Countries 91
Assurance of Learning Exercise 2C: Honda Motor Company Wants to Do
Business in Vietnam. Help Them. 91
Assurance of Learning Exercise 2D: Does My University Recruit in Foreign
Countries? 92
MINI-CASE ON AIRBUS GROUP SE (AIR.PA): HOW WELL IS
AIRBUS PERFORMING GLOBALLY? 92
Current Readings 93
Endnotes 93
9
CONTENTS 11
Chapter 5 Vision and Mission Analysis 157
EXEMPLARY COMPANY SHOWCASED: SAMSUNG ELECTRONICS
CO. LIMITED (SSNLF) 158
Vision Statements: What Do We Want to Become? 158
Vision Statement Analysis 159
Mission Statements: What Is Our Business? 160
The Process of Developing Vision and Mission Statements 161
The Importance (Benefits) of Vision and Mission
Statements 162
ACADEMIC RESEARCH CAPSULE 5-1: THE MISSION STATEMENT/
FIRM PERFORMANCE LINKAGE 162
A Resolution of Divergent Views 163
Characteristics of a Mission Statement 164
A Customer Orientation 165
Components of a Mission Statement 165
Evaluating and Writing Mission Statements 166
Two Mission Statements Critiqued 167 • Five Mission Statements
Revised 167 • Two Mission Statements Proposed 167
IMPLICATIONS FOR STRATEGISTS 169
IMPLICATIONS FOR STUDENTS 170
Chapter Summary 170
Key Terms and Concepts 111
Issues for Review and Discussion 171
ASSURANCE OF LEARNING EXERCISES 172
Assurance of Learning Exercise 5A: Examine Potential Changes Needed in
a Firm s Vision/Mission 172
Assurance of Learning Exercise 5B: Studying an Alternative View of
Mission Statement Content 172
Assurance of Learning Exercise 5C: Evaluate Mission
Statements 173
Assurance of Learning Exercise 5D: Evaluate the Vision and Mission
Statements of Unilever, Nestle s Competitor 173
Assurance of Learning Exercise 5E: Selecting the Best Vision and Mission
Statements in a Given Industry 174
Assurance of Learning Exercise 5F: Write an Excellent Vision and Mission
Statement for Novartis AG 174
MINI-CASE ON CITIZEN HOLDINGS COMPANY LIMITED (CIZN):
DOES CITIZEN HOLDINGS HAVE A CLEAR VISION OR
MISSION? 174
Current Readings 174
Endnotes 175
Chapter 6 The Internal Audit 177
EXEMPLARY COMPANY SHOWCASED: VODAFONE GROUP
PLC(VOD) 178
The Nature of an Internal Audit 178
Key Internal Forces 179 • The Process of Performing
an Internal Audit 180 • The Resource-Based View 181
ACADEMIC RESEARCH CAPSULE 6-1: DOES RBV THEORY
DETERMINE DIVERSIFICATION TARGETS? 181
Integrating Strategy and Culture 182
Management 184
Planning 184 • Organizing 185 • Motivating 186
• Staffing 186 • Controlling 187 • Management Audit
Checklist of Questions 187
Marketing 188
Customer Analysis 188 • Selling Products
and Services 188 • Product and Service
Planning 189 • Pricing 189 • Distribution 190
• Marketing Research 190 • Cost/Benefit
Analysis 190 • Marketing Audit Checklist of Questions 191
Finance and Accounting 191
Finance/Accounting Functions 191 • Financial
Ratios 192 • Breakeven Analysis 195 • Finance/Accounting
Audit Checklist 197
Production/Operations 197
Production/Operations Audit Checklist 198
Research and Development 199
Internal and External Research and Development 199 • Research
and Development Audit 200
Management Information Systems 200
Managing Voluminous Consumer Data 200
ACADEMIC RESEARCH CAPSULE 6-2: NEW TRENDS IN
MANAGING BIG DATA 201
Management Information Systems Audit 201
Value Chain Analysis 201
Benchmarking 202
The Internal Factor Evaluation Matrix 204
IMPLICATIONS FOR STRATEGISTS 206
IMPLICATIONS FOR STUDENTS 208
Chapter Summary 209
Key Terms and Concepts 209
Issues for Review and Discussion 210
ASSURANCE OF LEARNING EXERCISES 211
Assurance of Learning Exercise 6A: Develop a Corporate IFE Matrix for
Volkswagen Group 211
Assurance of Learning Exercise 6B: Should Volkswagen Deploy More (or
Less) Resources Outside of Europe? 211
Assurance of Learning Exercise 6C: Apply Breakeven Analysis 212
Assurance of Learning Exercise 6D: Perform a Financial Ratio Analysis for
Nestlé 212
Assurance of Learning Exercise 6E: Construct an IFE Matrix for
Nestlé 212
Assurance of Learning Exercise 6F: Analyze Your College or University s
Internal Strategic Situation 213
MINI-CASE ON BANK OF CHINA LIMITED (BACHF): WHAT IS THE
NATURE OF BANK OF CHINA S GROWTH? 213
Current Readings 214
Endnotes 214
10 CONTENTS
Chapter 3 Ethics, Social Responsibility, and
Sustainability 95
EXEMPLARY COMPANY SHOWCASED: BANK AUDI S.A.L 96
Why Good Ethics is Good Business 96
Does It Pay to Be Ethical? 97
ACADEMIC RESEARCH CAPSULE 3-1 : WHAT CAN WE LEARN
FROM HIGH-PERFORMANCE COMPANIES? 98
How to Establish an Ethics Culture 99
ACADEMIC RESEARCH CAPSULE 3-2: WHO IS PRONE TO BE
UNETHICAL IN A BUSINESS? 99
Whistle-Blowing, Bribery, and Workplace Romance 100
Whistle-Blowing 100 • Avoid Bribery 101 • Workplace
Romance 102
Social Responsibility and Policy 103
ACADEMIC RESEARCH CAPSULE 3-3: DOES IT PAY TO BE
SOCIALLY RESPONSIBLE? 104
Design and Articulate a Social Policy 104 • Social Policies on
Retirement 104
Environmental Sustainability 105
What Firms Are the Best Stewards? 106 • Sustainability
Reports 107 • The Office of Environmental Affairs 108 •
ISO 14000/14001 Certification 108
Wildlife Welfare 109
Food Suppliers and Animal Welfare 111
IMPLICATIONS FOR STRATEGISTS 111
IMPLICATIONS FOR STUDENTS 112
Chapter Summary 112
Key Terms and Concepts 112
Issues for Review and Discussion 112
ASSURANCE OF LEARNING EXERCISES 113
Assurance of Learning Exercise 3A: Sustainability and Nestlé 113
Assurance of Learning Exercise 3B: How Does My Municipality Compare
To Others on Being Pollution-Safe? 114
Assurance of Learning Exercise 3C: Compare Nestlé versus Mars, Inc. on
Social Responsibility 114
Assurance of Learning Exercise 3D: How Do You Rate Nestlé s
Sustainability Efforts? 114
Assurance of Learning Exercise 3E: The Ethics of Spying on
Competitors 115
MINI-CASE ON ETIHAD AIRWAYS: HOW ETHICAL AND
SUSTAINABLE IS ETIHAD AIRWAYS? 116
Current Readings 116
Endnotes 117
Chapter 4 Types of Strategies 119
EXEMPLARY COMPANY SHOWCASED: PETRONAS
(PGAS.KL) 120
Long-Term Objectives 120
Characteristics and Benefits of Objectives 121 • Financial versus
Strategic Objectives 121 • Avoid Not Managing by Objectives 122
Types of Strategies 122
Levels of Strategies 124
Integration Strategies 124
Forward Integration 125 • Backward Integration 126 •
Horizontal Integration 127
Intensive Strategies 128
Market Penetration 128 • Market Development 128 • Product
Development 129
Diversification Strategies 129
Related Diversification 130 • Unrelated Diversification 130
Defensive Strategies 131
Retrenchment 131 • Divestiture 132 • Liquidation 133
Michael Porter s Five Generic Strategies 134
Cost Leadership Strategies (Type 1 and Type 2) 135 • Differentiation
Strategies (Type 3) 136 • Focus Strategies (Type 4 and Type 5) 137
Means for Achieving Strategies 138
Cooperation among Competitors 138 • Joint Venture and
Partnering 138
ACADEMIC RESEARCH CAPSULE 4-1: ARE INTERNATIONAL
ALLIANCES MORE EFFECTIVE WITH COMPETITORS OR
NONCOMPETITORS? 139
Merger/Acquisition 140 • Private-Equity Acquisitions 141
Tactics to Facilitate Strategies 142
First Mover Advantages 142 • Outsourcing and Reshoring 142
Strategic Management in Nonprofit, Governmental, and Small
Firms 144
Educational Institutions 144 • Medical
Organizations 145 • Governmental Agencies and
Departments 145 • Small Firms 145
ACADEMIC RESEARCH CAPSULE 4-2: WHAT ATTRIBUTES DO
GREAT ENTREPRENEURS POSSESS? 146
IMPLICATIONS FOR STRATEGISTS 146
IMPLICATIONS FOR STUDENTS 147
Chapter Summary 147
Key Terms and Concepts 148
Issues for Review and Discussion 148
ASSURANCE OF LEARNING EXERCISES 150
Assurance of Learning Exercise 4A: Market Development for
Petronas 150
Assurance of Learning Exercise 4B: Alternative Strategies
for Petronas 150
Assurance of Learning Exercise 4C: Private-Equity Acquisitions 150
Assurance of Learning Exercise 4D:The Strategies of Nestlé S.A.:
2015-2017 151
Assurance of Learning Exercise 4E: Lessons in Doing Business
Globally 151
Assurance of Learning Exercise 4F: What are Petronas Strategies in
2015-2017? 151
Assurance of Learning Exercise 4G: What Strategies Are Most Risky? 151
Assurance of Learning Exercise 4H: Explore Bankruptcy 152
Assurance of Learning Exercise 4I: Examine Strategy Articles 152
Assurance of Learning Exercise 4J: Classify Some Strategies 152
MINI-CASE ON TIGER BRANDS LIMITED: IS TIGER BRANDS
STRATEGICALLY READY TO COMPETE AND COOPERATE? 153
Current Readings 154
Endnotes 154
12 CONTENTS
Chapter 7 The External Audit 217
EXEMPLARY COMPANY SHOWCASED: MICHELIN
(MGDDF) 218
The Purpose and Nature of an External Audit 219
Key External Forces 219 • The Process of Performing an External
Audit 220 • The Industrial Organization (I/O) View 221
Ten External Forces That Affect Organizations 221
Economic Forces 221 • Social, Cultural, Demographic, and
Natural Environment Forces 223 • Political, Governmental, and
Legal Forces 224 • Technological Forces 226 • Competitive
Forces 227
Porter s Five-Forces Model 229
Rivalry Among Competing Firms 230 • Potential Entry
of New Competitors 231 • Potential Development
of Substitute Products 231 • Bargaining Power of
Suppliers 231 • Bargaining Power of Consumers 232
Sources of External Information 232
Forecasting Tools and Techniques 232
Making Assumptions 233 • Business Analytics 234
The External Factor Evaluation Matrix 235
The Competitive Profile Matrix 236
IMPLICATIONS FOR STRATEGISTS 239
IMPLICATIONS FOR STUDENTS 240
Chapter Summary 240
Key Terms and Concepts 241
Issues for Review and Discussion 241
ASSURANCE OF LEARNING EXERCISES 242
Assurance of Learning Exercise 7A: Michelin and Africa: An External
Assessment 242
Assurance of Learning Exercise 7B: Preparing a CPM for Michelin Based
on Countries Rather Than Companies 242
Assurance of Learning Exercise 7C: Develop Divisional Michelin EFE
Matrices 243
Assurance of Learning Exercise 7D: Developing an EFE Matrix for Nestlé
S.A. 243
Assurance of Learning Exercise 7E: The External Audit 243
Assurance of Learning Exercise 7F: Develop a Competitive Profile Matrix
for Michelin 244
Assurance of Learning Exercise 7G: Develop a Competitive Profile Matrix
for Nestlé 244
Assurance of Learning Exercise 7H: Analyzing Your College or University s
External Strategic Situation 244
MINI-CASE ON WOOLWORTHS LIMITED (WOW): IS
WOOLWORTHS LOSING ITS EDGE TO ALDI? 245
Current Readings 245
Endnotes 245
Chapter 8 Strategy Generation
and Selection 247
EXEMPLARY COMPANY SHOWCASED: UNILEVER PLC (UL) 248
The Strategy Analysis and Choice Process 248
The Process of Generating and Selecting Strategies 248
The Strategy-Formulation Analytical Framework 250
The Input Stage 251 • The Matching Stage 251
• The Decision Stage 251
The SWOT Matrix 251
The Strategic Position and Action Evaluation
(SPACE) Matrix 254
The Boston Consulting Group (BCG) Matrix 258
The Internal-External (IE) Matrix 261
ACADEMIC RESEARCH CAPSULE 8-1 : A NEW IE MATRIX 264
The Grand Strategy Matrix 265
The Decision Stage: The Quantitative Strategic Planning Matrix
(QSPM) 266
Positive Features and Limitations of the QSPM 269
Cultural Aspects of Strategy Analysis and Choice 270
The Politics of Strategy Analysis and Choice 270
Boards of Directors: Governance Issues 271
ACADEMIC RESEARCH CAPSULE 8-2: HOW MANY BOARD OF
DIRECTORS MEMBERS ARE IDEAL? 273
IMPLICATIONS FOR STRATEGISTS 274
IMPLICATIONS FOR STUDENTS 274
Chapter Summary 275
Key Terms And Concepts 276
Issues for Review and Discussion 276
ASSURANCE OF LEARNING EXERCISES 278
Assurance of Learning Exercise 8A: Should Unilever Penetrate Southeast
Asia Further? 278
Assurance of Learning Exercise 8B: Perform a SWOT Analysis for
Unilever s Global Operations 278
Assurance of Learning Exercise 8C: Prepare a BCG Matrix for Unilever 278
Assurance of Learning Exercise 8D: Develop a SWOT Matrix for Nestlé
S.A. 279
Assurance of Learning Exercise 8E: Develop a SPACE Matrix for Nestlé
S.A. 279
Assurance of Learning Exercise 8F: Develop a BCG Matrix for Nestlé
S.A. 279
Assurance of Learning Exercise 8G: Develop a QSPM for
Nestlé S.A. 280
Assurance of Learning Exercise 8H: Develop a SPACE Matrix for
Unilever 280
Assurance of Learning Exercise 8I: Develop a BCG Matrix for your College
or University 280
Assurance of Learning Exercise 8J: Develop a QSPM for a Company that
You Are Familiar With 280
Assurance of Learning Exercise 8H: Formulate Individual Strategies 281
MINI-CASE ON HYUNDAI MOTOR COMPANY (HYMTF): HOW
WOULD A BCG FOR HYUNDAI LOOK LIKE? 281
Current Readings 282
Endnotes 282
CONTENTS
13
Chapter 9 Strategy Implementation 285
EXEMPLARY COMPANY SHOWCASED: ROYAL DUTCH SHELL
PLC(RDS.A) 286
Strategic Marketing Issues 286
Social Media Marketing 287
Market Segmentation 289
Product Positioning and Perceptual Mapping 292
Author Commentary 293
Strategic Finance/Accounting Issues 295
EPS/EBIT Analysis: Acquire Needed Capital 296
Projected Financial Statements 300
Projected Financial Statement Analysis for D. R. Horton 302
Corporate Valuation 304
ACADEMIC RESEARCH CAPSULE 9-1: WHEN SHOULD WE
OVERPAY TO ACQUIRE A FIRM? 306
Corporate Valuation Methods 306
IPOs, Cash Management and Corporate Bonds 308
Go Public With An IPO? 308 • Keep Cash Offshore is Earned
Offshore? 309 • Issue Corporate Bonds for What Purpose? 309
Strategic Research and Development (R D) Issues 309
Strategic Management Information
Systems (MIS) Issues 311
Mobile Tracking of Employees 312
IMPLICATIONS FOR STRATEGISTS 312
IMPLICATIONS FOR STUDENTS 313
Mobile Apps for Customers 313
Chapter Summary 313
Key Terms and Concepts 314
Issues for Review and Discussion 314
ASSURANCE OF LEARNING EXERCISES 316
Assurance of Learning Exercise 9A: Prepare an EPS/EBIT Analysis for
Royal Dutch Shell Pic 316
Assurance of Learning Exercise 9B: Develop a Product-Positioning Map
for Nestlé S.A. 316
Assurance of Learning Exercise 9C: Perform an EPS/EBIT Analysis for
Nestlé S.A. 316
Assurance of Learning Exercise 9D: Prepare Projected Financial
Statements for Nestlé S.A. 317
Assurance of Learning Exercise 9E: Determine the Cash Value of
Nestlé S.A. 317
Assurance of Learning Exercise 9F: Develop a Product-Positioning Map
for Your College 317
Assurance of Learning Exercise 9G: Do Banks Require Projected Financial
Statements? 318
MINI-CASE ON TATA MOTORS LIMITED (TTM) 318
Current Readings 319
Endnotes 319
Chapter 10 Strategy Execution 321
EXEMPLARY COMPANY SHOWCASED: ACCENTURE
PLC(ACN) 322
Transitioning from Formulating to Implementing
Strategies 322
The Need for Clear Annual Objectives 324
The Need for Clear Policies 327
Allocate Resources and Manage Conflict 327
Allocate Resources 327 • Manage Conflict 329
Match Structure with Strategy 329
Types of Organizational Structure 330
The Functional Structure 330 • The Divisional
Structure 331 • The Strategic Business Unit (SBU)
Structure 333 • The Matrix Structure 334
Dos and Don ts in Developing Organizational
Charts 335
ACADEMIC RESEARCH CAPSULE 10-1: WHY IS THE
COO POSITION BEING DELETED IN MANY
ORGANIZATIONS? 337
Strategic Production/Operations Issues 338
Restructuring and Reengineering 338 • Manage Resistance
to Change 339 • Decide Where and How to Produce
Goods 339 • Employee Stock Ownership Plans (ESOPs) 340
Strategic Human Resource Issues 341
Linking Performance and Pay to Strategy 341 • Balance Work Life
and Home Life 343 • Develop a Diverse Workforce 344
ACADEMIC RESEARCH CAPSULE 10-2: HOW DO WOMEN VS.
MEN CEOS PERFORM? 345
Use Caution In Hiring a Rival s Employees 345 • Create a Strategy-
Supportive Culture 348 • Use Caution in Monitoring Employees
Social Media 349 • Develop a Corporate Wellness Program 349
IMPLICATIONS FOR STRATEGISTS 351
IMPLICATIONS FOR STUDENTS 352
Chapter Summary 353
Key Terms and Concepts 353
Issues for Review and Discussion 353
ASSURANCE OF LEARNING EXERCISES 355
Assurance of Learning Exercise 10A: Develop an Organizational Chart for
Accenture Pic 355
Assurance of Learning Exercise 10B: Assess Accenture s Philanthropy
Efforts 355
Assurance of Learning Exercise 10C: Revise Nestle s Organizational
Chart 355
Assurance of Learning Exercise 10D: Explore Objectives 355
Assurance of Learning Exercise 10E: Understanding Your University s
Culture 356
MINI-CASE ON HORIZON PHARMA (HZNP): DOES HORIZON
PHARMA HAVE A FORMAL STRUCTURE? 356
Current Readings 357
Endnotes 357
14 CONTENTS
Chapter 11 Strategy Monitoring 359
EXEMPLARY COMPANY SHOWCASED: BHP
BILLITON (BHP) 360
The Strategy-Evaluation Process, Criteria, and Methods 360
The Process of Evaluating Strategies 363
The Three Strategy-Evaluation Activities 364
Reviewing Bases of Strategy 364 • Measuring Organizational
Performance 366 • Taking Corrective Actions 367
The Balanced Scorecard 369
Published Sources of Strategy-Evaluation Information 371
Characteristics of an Effective Strategy Evaluation System 371
Contingency Planning 372
Auditing 373
Twenty-First-Century Challenges in Strategic Management 374
The Art or Science Issue 374 • The Visible or Hidden
Issue 375 • The Top-Down or Bottom-Up Approach 376
Guidelines for Effective Strategic Management 376
IMPLICATIONS FOR STRATEGISTS 378
IMPLICATIONS FOR STUDENTS 378
Chapter Summary 379
Key Terms and Concepts 379
Issues for Review and Discussion 379
ASSURANCE OF LEARNING EXERCISES 380
Assurance of Learning Exercise 11 A: Evaluate BHP Billiton s
Strategies 380
Assurance of Learning Exercise 11B: Prepare a Strategy-Evaluation Report
for Nestlé S.A. 381
Assurance of Learning Exercise 11C: Prepare a Balanced Scorecard for
Nestlé S.A. 381
Assurance of Learning Exercise 11D: Evaluate Your University s
Strategies 381
MINI-CASE ON BROADCOM LIMITED (AVGO): HOW COULD A
BALANCED SCORECARD BENEFIT BROADCOM? 382
Current Readings 382
Endnotes 382
Appendix Guidelines for Case Analysis 385
What Is a Strategic-Management Case? 386
Guidelines for Preparing Case Analyses 386
The Need for Practicality 386 • The Need for
Justification 386 • The Need for Realism 386 • The Need for
Specificity 386 • The Need for Originality 387 • The Need to
Contribute 387
The Case Method Versus Lecture Approach 387
The Cross-Examination 387
Preparing a Written Case Analysis 388
The Executive Summary 388 • The Comprehensive Written
Analysis 388 • Steps in Preparing a Comprehensive Written
Analysis 388
Making an Oral Presentation 389
Controlling Your Voice 389 • Managing Body
Language 389 • Speaking from Notes 390 • Constructing
Visual Aids 390 • Answering Questions 390
Tips for Success in Case Analysis 390
Sample Case Analysis Outline 391 • Recommended Time Allocation
for Presenting a Case Analysis 393
Assurance of Learning Exercise: Strategic Planning for Gruma SAB 393
Glossary 397
Name Index 407
Subject Index 413
|
| any_adam_object | 1 |
| author | David, Fred R. David, Forest R. |
| author_GND | (DE-588)170200094 (DE-588)1117047784 |
| author_facet | David, Fred R. David, Forest R. |
| author_role | aut aut |
| author_sort | David, Fred R. |
| author_variant | f r d fr frd f r d fr frd |
| building | Verbundindex |
| bvnumber | BV043720457 |
| classification_rvk | QP 320 |
| ctrlnum | (OCoLC)965119794 (DE-599)BVBBV043720457 |
| discipline | Wirtschaftswissenschaften |
| edition | sixteenth edition, global edition |
| format | Book |
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| genre | (DE-588)4123623-3 Lehrbuch gnd-content |
| genre_facet | Lehrbuch |
| id | DE-604.BV043720457 |
| illustrated | Not Illustrated |
| indexdate | 2024-07-10T07:33:21Z |
| institution | BVB |
| isbn | 9781292164977 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-029132531 |
| oclc_num | 965119794 |
| open_access_boolean | |
| owner | DE-473 DE-BY-UBG DE-739 DE-1049 |
| owner_facet | DE-473 DE-BY-UBG DE-739 DE-1049 |
| physical | 429 Seiten Diagramme |
| publishDate | 2017 |
| publishDateSearch | 2017 |
| publishDateSort | 2017 |
| publisher | Pearson |
| record_format | marc |
| spelling | David, Fred R. Verfasser (DE-588)170200094 aut Strategic management concepts ; a competitive advantage approach Fred R. David, Forest R. David sixteenth edition, global edition Boston Pearson [2017] © 2017 429 Seiten Diagramme txt rdacontent n rdamedia nc rdacarrier 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 David, Forest R. Verfasser (DE-588)1117047784 aut Digitalisierung UB Bamberg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=029132531&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | David, Fred R. David, Forest R. Strategic management concepts ; a competitive advantage approach Strategic planning Strategisches Management (DE-588)4124261-0 gnd |
| subject_GND | (DE-588)4124261-0 (DE-588)4123623-3 |
| title | Strategic management concepts ; a competitive advantage approach |
| title_auth | Strategic management concepts ; a competitive advantage approach |
| title_exact_search | Strategic management concepts ; a competitive advantage approach |
| title_full | Strategic management concepts ; a competitive advantage approach Fred R. David, Forest R. David |
| title_fullStr | Strategic management concepts ; a competitive advantage approach Fred R. David, Forest R. David |
| title_full_unstemmed | Strategic management concepts ; a competitive advantage approach Fred R. David, Forest R. David |
| title_short | Strategic management |
| title_sort | strategic management concepts a competitive advantage approach |
| title_sub | concepts ; a competitive advantage approach |
| topic | Strategic planning Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | Strategic planning Strategisches Management Lehrbuch |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=029132531&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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