Rent 9780130209955 | Strategic Thinking : An Executive Perspective

Summary Table of Contents Author Biography

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 Topics are placed in context through the use of real examples and, where appropriate, relevant historical references.

What Is Strategy?

(21)

Introduction

(2)

What Is Strategy?

... MORE

(4)

The essence of strategic thinking

(1)

Strategy versus tactics

(1)

Strategy forces trade-offs

(1)

Strategy as value creation

(1)

Strategy as a portfolio of options

(1)

The importance of stakeholders

(1)

Levels of strategy

(1)

Formulating Strategy

(5)

Process

(2)

Strategy and planning

(1)

Mission, vision, goals, and objectives

(2)

Strategic intent and stretch

(1)

The Evolution of Strategic Thinking

(2)

Early contributions---the industrial economics perspective

(1)

The resource-based view of strategic thinking

(1)

Strategy Formulation in the Twenty-First Century: New Issues

(2)

The changing strategy context

(1)

Challenging conventional wisdom

(1)

Evaluating Strategy Options

(1)

Criteria

(1)

Shareholder value

(1)

What's Ahead?

(2)

A Final Word Before We get Started

(3)

Change and Uncertainty in the External Strategic Environment

(21)

Introduction

(1)

Why environmental change matters

(1)

Changes in the External Environment

(5)

Globalization

(1)

The information age

(1)

The biotechnology revolution

(1)

Changing demographics

(1)

A new business cycle?

(1)

The euro

(1)

Regulatory issues

(1)

Nostalgia time?

(1)

Changes in the Industry Environment

(7)

What is an industry?

(1)

Industry structure analysis and Porter's five forces model

(3)

Strategic groups

(1)

Industry evolution

(1)

Dimensions of industry evolution

(1)

New patterns

(1)

Dealing with Uncertainty

(6)

Uncertainty is a given

(1)

The concept of a change arena

(2)

Scenario planning

(1)

An example

(1)

Dealing with uncertainty

(2)

Implications for strategy

(1)

Summary

(1)

Notes

(2)

Leveraging Internal Resources and Change Drivers for Strategic Advantage

(16)

Introduction

(1)

Resources and Core Competencies

(6)

Resources

(1)

The value chain

(1)

Analyzing a company's financial resource base

(3)

People: a company's most valuable strategic resource

(1)

Organizational strategic resources and core competencies

(1)

Analysis of Internal Change Forces

(3)

Internal change drivers

(1)

Resistance forces

(1)

The company life cycle

(1)

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

(2)

Strengths, Weaknesses, Opportunities, and Threats

(2)

Toward Strategic Intent

(2)

Mission and vision

(1)

Expectations

(1)

Summary

(1)

Notes

(1)

Business Unit Strategy

(24)

Introduction

(1)

Foundations

(3)

Strategic logic at the business unit level

(1)

How much does industry matter?

(1)

Relative position

(1)

How important is market share?

(1)

Findings from the PIMS project

(1)

Porter's Generic Strategies

(3)

Requirements for success

(2)

Risks

(1)

A success story: Dell Computer

(1)

Value disciplines

(1)

Strategic Analysis at the Business Unit Level

(7)

Process

(2)

Profit pool analysis

(1)

Analyzing product/market scope

(1)

Gap analysis

(1)

Segmentation

(1)

Competitor analysis

(1)

Product life cycle analysis

(1)

Critical success factors

(2)

Strategy and Context

(4)

Strategy in emerging or embryonic industries

(1)

Strategy in growth industries

(1)

Strategy in mature and declining industries

(1)

Strategy in fragmented industries

(1)

Strategy in a deregulating environment

(1)

Strategy in global industries

(1)

Other Dimensions of Business Unit Strategy

(4)

Creating value through innovation

(1)

Timing: key to strategic effectiveness

(1)

Entry and exit decisions

(1)

Vertical integration

(1)

Links with corporate strategy

(1)

Summary

(1)

Notes

(2)

Corporate Strategy

(26)

Introduction

(1)

The Economics of Scale and Scope

(3)

The ``logic of managerial enterprise''

(1)

Timing is key

(1)

The diversification movement of the 1960s

(1)

The decade of restructuring

(1)

The 1990's: consolidation in the face of globalization

(1)

Strategy and Corporate Governance

(1)

Ownership patterns

(1)

Relationship of corporate governance to strategy

(1)

The Evolution of Strategic Thinking at the Corporate Level

(10)

Early perspectives

(1)

The BCG approach to portfolio analysis

(2)

Variants of the BCG approach

(2)

Limitations of portfolio analysis

(1)

The value-based approach

(1)

Generic strategies at the corporate level

(1)

Core competencies and the resource-based view of strategy

(1)

Today's perspective

(1)

Analysis of strategic fit among businesses

(1)

Strategy Options at the Corporate Level

(6)

Concentrated growth strategies

(1)

Diversification strategies

(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

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.

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