9780130209955

For graduate and executive level courses in Strategic Management and Strategic Thinking. Technology and global events are changing the corporate environment at a furious pace. For a corporation to succeed, it must keep up with these changes and with new ways of strategic thinking. This book is one of the only brief, up-to-date, truly readable overviews of the field of strategyan ideal companion volume to case analysis. It is more comprehensive than other texts, which focus only on a particular aspect of strategy or deal strictly with more tactical operational issues. The book's conversational tone, topical coverage, and practical approach provide a broad perspective on the major issues in strategy development. Topics are placed in context through the use of real examples and, where appropriate, relevant historical references.

Cornelis A. ("Kees") de Kluyver is the Henry Y. Hwang Dean and Professor of Management, Peter F. Drucker Graduate School of Management at Claremont Graduate University. He has over twenty years of experience in academe and management consulting. Prior to coming to Claremont Graduate University, he was Professor of Management, Management Area Coordinator and former Dean of the School of Management at George Mason University in Fairfax, Virginia. From 1988 to 1991 he was a Principal (Partner) with Cresap Management Consultants, a Towers Perrin Company, in the firm's strategy and organizational effectiveness practice. In this position, he served a wide range of clients in the high technology and service industries on various international strategy issues including the impact of European unification on North American business and the globalization of multinational operations. Before joining Cresap, Dr. de Kluyver held a number of other academic appointments: Professor of Business Administration at the Colgate Darden Graduate School of Business Administration at the University of Virginia; Associate Professor of Management at the Krannert Graduate School of Management at Purdue University; and Senior Lecturer in Operations Research at the University of Canterbury, Christchurch, New Zealand. In addition, Dr. de Kluyver has served on a number of corporate and advisory boards, is a frequent speaker to professional audiences, and holds a Ph.D. in Operations Research from Case Western Reserve University, an MBA from the University of Oregon, and undergraduate degrees from the University of Oregon and the Netherlands School of Business. Dr. de Kluyver is married and has two children.

What Is Strategy?

1

(21)

Introduction

1

(2)

What Is Strategy?

3

(4)

The essence of strategic thinking

3

(1)

Strategy versus tactics

4

(1)

Strategy forces trade-offs

4

(1)

Strategy as value creation

5

(1)

Strategy as a portfolio of options

6

(1)

The importance of stakeholders

6

(1)

Levels of strategy

7

(1)

Formulating Strategy

7

(5)

Process

7

(2)

Strategy and planning

9

(1)

Mission, vision, goals, and objectives

9

(2)

Strategic intent and stretch

11

(1)

The Evolution of Strategic Thinking

12

(2)

Early contributions---the industrial economics perspective

12

(1)

The resource-based view of strategic thinking

13

(1)

Strategy Formulation in the Twenty-First Century: New Issues

14

(2)

The changing strategy context

14

(1)

Challenging conventional wisdom

15

(1)

Evaluating Strategy Options

16

(1)

Criteria

16

(1)

Shareholder value

16

(1)

What's Ahead?

17

(2)

A Final Word Before We get Started

19

(3)

Change and Uncertainty in the External Strategic Environment

22

(21)

Introduction

22

(1)

Why environmental change matters

22

(1)

Changes in the External Environment

23

(5)

Globalization

23

(1)

The information age

24

(1)

The biotechnology revolution

25

(1)

Changing demographics

25

(1)

A new business cycle?

26

(1)

The euro

26

(1)

Regulatory issues

26

(1)

Nostalgia time?

27

(1)

Changes in the Industry Environment

28

(7)

What is an industry?

28

(1)

Industry structure analysis and Porter's five forces model

29

(3)

Strategic groups

32

(1)

Industry evolution

32

(1)

Dimensions of industry evolution

33

(1)

New patterns

34

(1)

Dealing with Uncertainty

35

(6)

Uncertainty is a given

35

(1)

The concept of a change arena

35

(2)

Scenario planning

37

(1)

An example

37

(1)

Dealing with uncertainty

38

(2)

Implications for strategy

40

(1)

Summary

41

(1)

Notes

41

(2)

Leveraging Internal Resources and Change Drivers for Strategic Advantage

43

(16)

Introduction

43

(1)

Resources and Core Competencies

44

(6)

Resources

44

(1)

The value chain

44

(1)

Analyzing a company's financial resource base

45

(3)

People: a company's most valuable strategic resource

48

(1)

Organizational strategic resources and core competencies

49

(1)

Analysis of Internal Change Forces

50

(3)

Internal change drivers

50

(1)

Resistance forces

50

(1)

The company life cycle

50

(1)

Assessing a company's capacity for change---the 7-S framework

51

(2)

Strengths, Weaknesses, Opportunities, and Threats

53

(2)

Toward Strategic Intent

55

(2)

Mission and vision

55

(1)

Expectations

56

(1)

Summary

57

(1)

Notes

58

(1)

Business Unit Strategy

59

(24)

Introduction

59

(1)

Foundations

60

(3)

Strategic logic at the business unit level

60

(1)

How much does industry matter?

60

(1)

Relative position

61

(1)

How important is market share?

62

(1)

Findings from the PIMS project

62

(1)

Porter's Generic Strategies

63

(3)

Requirements for success

63

(2)

Risks

65

(1)

A success story: Dell Computer

65

(1)

Value disciplines

66

(1)

Strategic Analysis at the Business Unit Level

66

(7)

Process

66

(2)

Profit pool analysis

68

(1)

Analyzing product/market scope

68

(1)

Gap analysis

69

(1)

Segmentation

69

(1)

Competitor analysis

70

(1)

Product life cycle analysis

71

(1)

Critical success factors

71

(2)

Strategy and Context

73

(4)

Strategy in emerging or embryonic industries

73

(1)

Strategy in growth industries

73

(1)

Strategy in mature and declining industries

74

(1)

Strategy in fragmented industries

74

(1)

Strategy in a deregulating environment

75

(1)

Strategy in global industries

76

(1)

Other Dimensions of Business Unit Strategy

77

(4)

Creating value through innovation

77

(1)

Timing: key to strategic effectiveness

78

(1)

Entry and exit decisions

79

(1)

Vertical integration

79

(1)

Links with corporate strategy

80

(1)

Summary

81

(1)

Notes

81

(2)

Corporate Strategy

83

(26)

Introduction

83

(1)

The Economics of Scale and Scope

84

(3)

The ``logic of managerial enterprise''

84

(1)

Timing is key

85

(1)

The diversification movement of the 1960s

85

(1)

The decade of restructuring

85

(1)

The 1990's: consolidation in the face of globalization

86

(1)

Strategy and Corporate Governance

87

(1)

Ownership patterns

87

(1)

Relationship of corporate governance to strategy

87

(1)

The Evolution of Strategic Thinking at the Corporate Level

88

(10)

Early perspectives

88

(1)

The BCG approach to portfolio analysis

89

(2)

Variants of the BCG approach

91

(2)

Limitations of portfolio analysis

93

(1)

The value-based approach

94

(1)

Generic strategies at the corporate level

95

(1)

Core competencies and the resource-based view of strategy

96

(1)

Today's perspective

97

(1)

Analysis of strategic fit among businesses

97

(1)

Strategy Options at the Corporate Level

98

(6)

Concentrated growth strategies

98

(1)

Diversification strategies

98

(3)

Mergers and acquisitions

101

(1)

Cooperative strategies

102

(2)

Parenting Options: The Role of the Corporate Office

104

(1)

Outcome Control or Behavior Control?

104

(1)

Evaluating Strategy Options at the Corporate Level

105

(2)

Issues of valuation

105

(1)

Techniques

106

(1)

Qualitative factors

107

(1)

Summary

107

(1)

Notes

107

(2)

Global Strategy

109

(28)

Introduction

109

(1)

Toward a Global Economy

110

(4)

Globalization---twice

110

(1)

Global corporations

111

(1)

Countries

112

(2)

Globalization: More Than Coke and Levis Everywhere

114

(2)

Globalization as a process

114

(1)

Frictions and countereffects

114

(1)

The diminished power of the state

115

(1)

Industry Globalization

116

(6)

Global industries

116

(1)

Industry globalization drivers

117

(2)

Global industry location

119

(3)

What Is a Global Strategy?

122

(6)

Nonmarket dimensions of global strategy

122

(3)

Toward a global strategy framework

125

(3)

Global Strategy and Industry Structure

128

(4)

The importance of industry structure---extended ``strategic'' trade theory

128

(1)

Five propositions

128

(2)

Global strategy and industry structure

130

(2)

Entry Strategies

132

(1)

Global Strategy and Risk

133

(1)

Summary

134

(1)

Notes

135

(2)

Strategy and the (R)evolution in Management

137

(6)

Introduction

137

(1)

The Increasing Importance of Leadership

138

(1)

The new mind-set

138

(1)

Paradigm shift

138

(1)

Rethinking the Organization

139

(2)

Toward a learning organization

139

(1)

The centerless corporation

140

(1)

Notes

141

(2)

Index

143

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Strategic Thinking: An Executive Perspective

Strategic Thinking: An Executive Perspective

0130209953

Summary

Author Biography

Table of Contents

Supplemental Materials