Essentials of Strategic Management
ISBN: 9780136006695 | 0136006698
Edition: 5thFormat: Paperback
Publisher: Prentice Hall
Pub. Date: 7/19/2010
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For undergraduate and graduate level Strategic Management courses. Get straight to the heart of important strategic management concepts. This brief text offers a concise explanation of the most important concepts and techniques in strategic management. Further, cases and simulations are a perfect supplement to Essentials of Strategic Management, while its brevity also makes it suitable for use in corporate and executive training programs. This edition contains new information to reflect the latest changes in the discipline while remaining brief... MORE
| Preface | p. xiii |
| Introduction to Strategic Management | p. 1 |
| Basic Concepts of Strategic Management | p. 1 |
| The Study of Strategic Management | p. 2 |
| Initiation of Strategy: Triggering Events | p. 4 |
| Basic Model of Strategic Management | p. 5 |
| Strategic Decision Making | p. 11 |
| Discussion Questions | p. 14 |
| Key Terms | p. 14 |
| Notes | ... MOREp. 15 |
| Corporate Governance and Social Responsibility | p. 16 |
| Corporate Governance: Role of the Board of Directors | p. 17 |
| Corporate Governance: Role of Top Management | p. 23 |
| Social Responsibilities and Ethics in Strategic Decision Making | p. 24 |
| Discussion Questions | p. 28 |
| Key Terms | p. 29 |
| Notes | p. 29 |
| Scanning the Environment | p. 30 |
| Environmental Scanning and Industry Analysis | p. 30 |
| Environmental Scanning | p. 31 |
| Industry Analysis: Analyzing the Task Environment | p. 37 |
| Competitive Intelligence | p. 46 |
| Forecasting | p. 47 |
| Synthesis of External Factors-EFAS | p. 48 |
| Discussion Questions | p. 50 |
| Key Terms | p. 50 |
| Notes | p. 51 |
| Internal Scanning: Organizational Analysis | p. 52 |
| Resource-Based View of the Firm | p. 52 |
| Business Models | p. 55 |
| Value-Chain Analysis | p. 56 |
| Scanning Internal Resources and Capabilities | p. 57 |
| Synthesis of Internal Factors-IFAS | p. 69 |
| Discussion Questions | p. 70 |
| Key Terms | p. 71 |
| Notes | p. 71 |
| Strategy Formulation | p. 72 |
| Strategy Formulation: Situation Analysis and Business Strategy | p. 72 |
| Situational (SWOT) Analysis | p. 72 |
| Review of Mission and Objectives | p. 76 |
| Generating Alternative Strategies Using a TOWS Matrix | p. 77 |
| Business Strategies | p. 78 |
| Discussion Questions | p. 87 |
| Key Terms | p. 87 |
| Notes | p. 88 |
| Strategy Formulation: Corporate Strategy | p. 89 |
| Corporate Strategy | p. 90 |
| Directional Strategy | p. 90 |
| Portfolio Analysis | p. 97 |
| Corporate Parenting | p. 102 |
| Discussion Questions | p. 104 |
| Key Terms | p. 104 |
| Notes | p. 104 |
| Strategy Formulation: Functional Strategy and Strategic Choice | p. 105 |
| Functional Strategy | p. 106 |
| The Sourcing Decision: Location of Functions and Capabilities | p. 110 |
| Strategies to Avoid | p. 111 |
| Strategic Choice: Selection of the Best Strategy | p. 111 |
| Development of Policies | p. 117 |
| Discussion Questions | p. 117 |
| Key Terms | p. 117 |
| Notes | p. 118 |
| Strategy Implementation and Control | p. 119 |
| Strategy Implementation: Organizing for Action | p. 119 |
| What Is Strategy Implementation? | p. 120 |
| Who Implements Strategy? | p. 120 |
| What Must Be Done? | p. 120 |
| How Is Strategy to be Implemented? Organizing for Action | p. 121 |
| International Issues in Strategy Implementation | p. 131 |
| Discussion Questions | p. 132 |
| Key Terms | p. 132 |
| Notes | p. 132 |
| Strategy Implementation: Staffing and Leading | p. 134 |
| Staffing | p. 135 |
| Leading | p. 139 |
| Discussion Questions | p. 145 |
| Key Terms | p. 146 |
| Notes | p. 146 |
| Evaluation and Control | p. 147 |
| Evaluation and Control in Strategic Management | p. 148 |
| Measuring Performance | p. 149 |
| Strategic Information Systems | p. 156 |
| Guidelines for Proper Control | p. 157 |
| Strategic Incentive Management | p. 157 |
| Discussion Questions | p. 159 |
| Key Terms | p. 160 |
| Notes | p. 160 |
| Introduction to Case Analysis | p. 161 |
| Suggestions for Case Analysis | p. 161 |
| The Case Method | p. 161 |
| Frameworks for Case Analysis | p. 161 |
| Researching the Case Situation | p. 162 |
| Financial Analysis: A Place to Begin | p. 162 |
| Using the Strategic Audit in Case Analysis | p. 168 |
| Discussion Questions | p. 168 |
| Key Terms | p. 169 |
| Notes | p. 169 |
| Suggested Techniques for Case Analysis and Presentation | p. 170 |
| Case Analysis | p. 170 |
| Written Report | p. 171 |
| Oral Presentation by Teams | p. 171 |
| Resources for Case Research | p. 173 |
| Company Information | p. 173 |
| Economic Information | p. 173 |
| Industry Information | p. 173 |
| Directory and Index Information on Companies and Industries | p. 174 |
| Ratio Analysis Information | p. 174 |
| Online Information | p. 174 |
| Strategic Audit of a Corporation | p. 176 |
| Current Situation | p. 176 |
| Corporate Governance | p. 176 |
| External Environment: Opportunities and Threats | p. 177 |
| Internal Environment: Strengths and Weaknesses | p. 178 |
| Analysis of Strategic Factors (SWOT) | p. 183 |
| Strategic Alternatives and Recommended Strategy | p. 183 |
| Implementation | p. 184 |
| Evaluation and Control | p. 184 |
| Index | p. 185 |
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