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Concepts in Strategic Management and Business Policy

by: Wheelen, Thomas L.; Hunger, J. David

Concepts in Strategic Management and Business Policy

by: Wheelen, Thomas L.; Hunger, J. David

ISBN 13:
9780131494619
ISBN 10:
0131494619
Edition: 10th
Format: Paperback
Copyright: 01/01/2006
Publisher: Pearson College Div
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Summary

For undergraduate strategy/strategic management courses. Wheelen and Hunger takes a unique approach to helping students synthesize all of the factors of the strategic process through a student friendly Strategic Management Model.

Preface

xix

PART ONE Introduction to Strategic Management and Business Policy

(70)

Basic Concepts in Strategic Management

(33)

The Study of Strategic Management

(3)

Phases of Strategic Management

(2)

Benefits of Strategic Management

(1)

Globalization and Electronic Commerce: Challenges to Strategic Management

(2)

Impact of Globalization

(1)

Global Issue: Regional Trade Associations Replace National Trade Barriers

(1)

Electronic Commerce

(1)

Theories of Organizational Adaptation

(1)

Creating a Learning Organization

(1)

Basic Model of Strategic Management

(8)

Environmental Scanning

(2)

Strategy Formulation

(1)

Strategy Highlight 1.1: Do You Have a Good Mission Statement?

(3)

Strategy Implementation

(1)

Evaluation and Control

(1)

Feedback/Learning Process

(1)

Initiation of Strategy: Triggering Events

(2)

Strategy Highlight 1.2: Triggering Event at Sun Microsystems

(1)

Strategic Decision Making

(3)

What Makes a Decision Strategic?

(1)

Mintzberg's Modes of Strategic Decision Making

(1)

Strategic Decision-Making Process: Aid to Better Decisions

(2)

The Strategic Audit: Aid to Strategic Decision Making

(1)

Conclusion

(10)

Appendix 1.A Strategic Audit of a Corporation

(8)

Corporate Governance

(21)

Role of the Board of Directors

(12)

Responsibilities of the Board

(3)

Members of a Board of Directors

(2)

Strategy Highlight 2.1: Agency Theory Versus Stewardship Theory in Corporate Governance

(1)

Global Issue: POSCO Adds an International Director

(2)

Nomination and Election of Board Members

(1)

Organization of the Board

(2)

Impact of the Sarbanes-Oxley Act on U.S. Corporate Governance

(1)

Trends in Corporate Governance

(1)

The Role of Top Management

(4)

Responsibilities of Top Management

(3)

Strategy Highlight 2.2: CEO Hubris at Disney?

(1)

Conclusion

(3)

Ethics and Social Responsibility in Strategic Management

(16)

Social Responsibilities of Strategic Decision Makers

(5)

Responsibilities of a Business Firm

(2)

Corporate Stakeholders

(2)

Ethical Decision Making

(7)

Strategy Highlight 3.1: The Johnson & Johnson Credo

(1)

Some Reasons for Unethical Behavior

(1)

Strategy Highlight 3.2: Unethical Practices at Enron and WorldCom Exposed by Whistle-Blowers

(1)

Global Issue: How Rule-Based and Relationship-Based Governance Systems Affect Ethical Behavior

(2)

Encouraging Ethical Behavior

(2)

Conclusion

(3)

Part Ending Video Case: Newbury Comics, Inc.

(1)

PART TWO Scanning the Environment

(66)

Environmental Scanning and Industry Analysis

(33)

Environmental Scanning

(9)

Identifying External Environmental Variables

(6)

Global Issue: Identifying Potential Markets in Developing Nations

(2)

Identifying External Strategic Factors

(1)

Industry Analysis: Analyzing the Task Environment

(10)

Porter's Approach to Industry Analysis

(4)

Industry Evolution

(1)

Categorizing International Industries

(1)

International Risk Assessment

(1)

Strategic Groups

(1)

Strategic Types

(1)

Hypercompetition

(1)

Strategy Highlight 4.1: Microsoft in a Hypercompetitive Industry

(1)

Using Key Success Factors to Create an Industry Matrix

(1)

Competitive Intelligence

(3)

Sources of Competitive Intelligence

(1)

Strategy Highlight 4.2: Evaluating Competitive Intelligence

(1)

Monitoring Competitors for Strategic Planning

(1)

Forecasting

(2)

Danger of Assumptions

(1)

Using Forecasting Techniques

(1)

The Strategic Audit: A Checklist for Environmental Scanning

(1)

Synthesis of External Factors---EFAS

(2)

Conclusion

(5)

Appendix 4.A Competitive Analysis Techniques

101

(3)

Internal Scanning: Organizational Analysis

104

(33)

A Resource-Based Approach to Organizational Analysis

106

(4)

Core and Distinctive Competencies

106

(1)

Using Resources to Gain Competitive Advantage

107

(1)

Determining the Sustainability of an Advantage

108

(2)

Business Models

110

(1)

Value-Chain Analysis

111

(3)

Industry Value-Chain Analysis

112

(1)

Corporate Value-Chain Analysis

113

(1)

Scanning Functional Resources and Capabilities

114

(15)

Basic Organizational Structures

114

(2)

Corporate Culture: The Company Way

116

(1)

Global Issue: Managing Corporate Culture for Global Competitive Advantage: ABB Versus Matsushita

117

(1)

Strategic Marketing Issues

117

(2)

Strategic Financial Issues

119

(1)

Strategic Research and Development (R&D) Issues

120

(1)

Strategy Highlight 5.1: A Problem of Technology Transfer at Xerox Corporation

121

(2)

Strategic Operations Issues

123

(2)

Strategic Human Resource Management (HRM) Issues

125

(2)

Strategic Information Systems/Technology Issues

127

(2)

The Strategic Audit: A Checklist for Organizational Analysis

129

(1)

Synthesis of Internal Factors

129

(2)

Conclusion

131

(6)

Part Ending Video Case: Newbury Comics, Inc.

134

(3)

PART THREE Strategy Formulation

137

(76)

Strategy Formulation: Situation Analysis and Business Strategy

137

(26)

Situational Analysis: SWOT Analysis

138

(5)

Generating a Strategic Factors Analysis Summary (SFAS) Matrix

139

(3)

Finding a Propitious Niche

142

(1)

Global Issue: SAB Defends Its Propitious Niche

143

(1)

Review of Mission and Objectives

143

(1)

Generating Alternative Strategies by Using a TOWS Matrix

144

(1)

Business Strategies

145

(16)

Porter's Competitive Strategies

145

(4)

Strategy Highlight 6.1: Grim Reaper Uses Focused Differentiation Strategy

149

(7)

Cooperative Strategies

156

(5)

Conclusion

161

(2)

Strategy Formulation: Corporate Strategy

163

(25)

Corporate Strategy

164

(1)

Directional Strategy

165

(14)

Growth Strategies

165

(3)

Strategy Highlight 7.1: Transaction Cost Economics Analyzes Vertical Growth Strategy

168

(3)

Strategy Highlight 7.2: Screening Criteria for Concentric Diversification

171

(1)

International Entry Options

171

(1)

Global Issue: Wal-Mart Looks to International Markets for Growth

172

(2)

Controversies in Directional Growth Strategies

174

(1)

Stability Strategies

175

(1)

Retrenchment Strategies

176

(1)

Strategy Highlight 7.3: Turnaround Strategy at IBM

177

(2)

Portfolio Analysis

179

(4)

BCG Growth-Share Matrix

179

(2)

GE Business Screen

181

(1)

Advantages and Limitations of Portfolio Analysis

182

(1)

Corporate Parenting

183

(2)

Developing a Corporate Parenting Strategy

184

(1)

Horizontal Strategy and Multipoint Competition

185

(1)

Conclusion

185

(3)

Strategy Formulation: Functional Strategy and Strategic Choice

188

(25)

Functional Strategy

189

(9)

Marketing Strategy

190

(1)

Financial Strategy

191

(1)

Research and Development (R&D) Strategy

192

(1)

Operations Strategy

193

(1)

Global Issue: International Differences Alter Whirlpool's Operations Strategy

194

(1)

Purchasing Strategy

195

(1)

Logistics Strategy

196

(1)

Strategy Highlight 8.1: Staples Uses Internet to Replenish Inventory from 3M

197

(1)

Human Resource Management (HRM) Strategy

197

(1)

Information Technology Strategy

198

(1)

The Sourcing Decision: Location of Functions

198

(3)

Strategies to Avoid

201

(1)

Strategic Choice: Selecting of the Best Strategy

201

(7)

Constructing Corporate Scenarios

202

(5)

Process of Strategic Choice

207

(1)

Developing Policies

208

(1)

Conclusion

209

(4)

Part Ending Video Case: Newbury Comics, Inc.

212

(1)

PART FOUR Strategy Implementation and Control

213

(78)

Strategy Implementation: Organizing for Action

213

(25)

Strategy Implementation

214

(1)

Who Implements Strategy?

215

(1)

What Must Be Done?

216

(3)

Developing Programs, Budgets, and Procedures

216

(2)

Achieving Synergy

218

(1)

How Is Strategy to Be Implemented? Organizing for Action

219

(13)

Structure Follows Strategy

219

(1)

Stages of Corporate Development

220

(4)

Strategy Highlight 9.1: The Founder of the Modem Blocks Transition to Stage II

224

(1)

Organizational Life Cycle

224

(2)

Advanced Types of Organizational Structures

226

(3)

Reengineering and Strategy Implementation

229

(1)

Six Sigma

230

(1)

Designing Jobs to Implement Strategy

231

(1)

Strategy Highlight 9.2: Designing Jobs with the Job Characteristics Model

232

(1)

International Issues in Strategy Implementation

232

(4)

Global Issue: Multiple Headquarters: A Sixth Stage of International Development?

234

(2)

Conclusion

236

(2)

Strategy Implementation: Staffing and Directing

238

(23)

Staffing

240

(8)

Staffing Follows Strategy

240

(3)

Selection and Management Development

243

(1)

Strategy Highlight 10.1: How Hewlett-Packard Identifies Potential Executives

244

(1)

Problems in Retrenchment

245

(1)

International Issues in Staffing

246

(2)

Leading

248

(10)

Managing Corporate Culture

248

(4)

Strategy Highlight 10.2: Admiral Assimilates Maytag's Culture

252

(1)

Action Planning

253

(1)

Management By Objectives

254

(1)

Total Quality Management

255

(1)

International Considerations in Leading

256

(2)

Global Issue: Cultural Differences Create Implementation Problems in Merger

258

(1)

Conclusion

258

(3)

Evaluation and Control

261

(30)

Evaluation and Control in Strategic Management

263

(1)

Measuring Performance

263

(15)

Appropriate Measures

263

(2)

Types of Controls

265

(1)

Activity-Based Costing

266

(1)

Enterprise Risk Management

267

(1)

Primary Measures of Corporate Performance

267

(2)

Strategy Highlight 11.1: Eyeballs and MUUs: Questionable Performance Measures

269

(4)

Primary Measures of Divisional and Functional Performance

273

(3)

International Measurement Issues

276

(1)

Global Issue: Piracy: 15%-20% of China's Goods Are Counterfeit

277

(1)

Strategic Information Systems

278

(1)

Enterprise Resource Planning (ERP)

278

(1)

Divisional and Functional IS Support

279

(1)

Problems in Measuring Performance

279

(3)

Short-Term Orientation

279

(1)

Goal Displacement

280

(2)

Guidelines for Proper Control

282

(1)

Strategy Highlight 11.2: Some Rules of Thumb in Strategy

282

(1)

Strategic Incentive Management

283

(2)

Conclusion

285

(6)

Part Ending Video Case: Newbury Comics, Inc.

288

(3)

PART FIVE Other Strategic Issues

291

(62)

Strategic Issues in Managing Technology and Innovation

291

(25)

The Role of Management

293

(2)

Strategy Highlight 12.1: Examples of Innovation Emphasis in Mission Statements

294

(1)

Environmental Scanning

295

(4)

External Scanning

295

(3)

Internal Scanning

298

(1)

Strategy Formulation

299

(6)

Product Versus Process R&D

299

(1)

Technology Sourcing

300

(2)

Importance of Technological Competence

302

(1)

Global Issue: Use of Intellectual Property at Huawei Technologies

302

(1)

Categories of Innovation

303

(2)

Product Portfolio

305

(1)

Strategy Implementation

305

(4)

Developing an Innovative Entrepreneurial Culture

305

(1)

Organizing for Innovation: Corporate Entrepreneurship

306

(3)

Strategy Highlight 12.2: How Not to Develop an Innovative Organization

309

(1)

Evaluation and Control

309

(3)

Evaluation and Control Techniques

309

(2)

Evaluation and Control Measures

311

(1)

Conclusion

312

(4)

Strategic Issues in Entrepreneurial Ventures and Small Businesses

316

(22)

Importance of Small Business and Entrepreneurial Ventures

317

(2)

Global Issue: Entrepreneurship: Some Countries Are More Supportive Than Others

318

(1)

Definition of Small-Business Firms and Entrepreneurial Ventures

319

(1)

The Entrepreneur as a Strategist

319

(1)

Use of Strategic Planning and Strategic Management

319

(5)

Degree of Formality

320

(1)

Usefulness of the Strategic Management Model

320

(1)

Usefulness of the Strategic Decision-Making Process

320

(4)

Issues in Corporate Governance

324

(1)

Boards of Directors and Advisory Boards

324

(1)

Impact of the Sarbanes-Oxley Act

324

(1)

Issues in Environmental Scanning and Strategy Formulation

325

(5)

Sources of Innovation

326

(1)

Factors Affecting a New Venture's Success

327

(2)

Strategy Highlight 13.1: Suggestions for Locating an Opportunity and Formulating a Business Strategy

329

(1)

Issues in Strategy Implementation

330

(4)

Substages of Small Business Development

330

(2)

Transfer of Power and Wealth in Family Businesses

332

(2)

Issues in Evaluation and Control

334

(1)

Conclusion

335

(3)

Strategic Issues in Not-For-Profit Organizations

338

(15)

Why Not-For-Profit?

340

(1)

Global Issue: Which Is Best for Society: Business or Not-For-Profit?

341

(1)

Importance of Revenue Source

341

(3)

Sources of Not-For-Profit Revenue

342

(1)

Patterns of Influence on Strategic Decision Making

343

(1)

Usefulness of Strategic Management Concepts and Techniques

343

(1)

Impact of Constraints on Strategic Management

344

(3)

Impact on Strategy Formulation

345

(1)

Impact of Strategy Implementation

346

(1)

Impact on Evaluation and Control

346

(1)

Not-for-Profit Strategies

347

(3)

Strategic Piggybacking

348

(1)

Strategy Highlight 14.1: Resources Needed for Successful Strategic Piggybacking

349

(1)

Mergers

349

(1)

Strategic Alliances

349

(1)

Conclusion

350

(3)

PART SIX Introduction to Case Analysis

353

(23)

Suggestions for Case Analysis

353

(23)

The Case Method

355

(1)

Researching the Case Situation

355

(1)

Financial Analysis: A Place to Begin

356

(5)

Analyzing Financial Statements

356

(3)

Global Issue: Financial Statements of Multinational Corporations: Not Always What They Seem

359

(1)

Common-Size Statements

359

(1)

Z-Value, Index of Sustainable Growth, and Free Cash Flow

360

(1)

Useful Economic Measures

360

(1)

Format for Case Analysis: The Strategic Audit

361

(2)

Conclusion

363

(13)

Appendix 15.A Resources for Case Research

365

(3)

Appendix 15.B Suggested Case Analysis Methodology Using the Strategic Audit

368

(3)

Appendix 15.C Example of a Student-Written Strategic Audit

371

(5)

Endnotes

376

Glossary

(1)

Name Index

(16)

Subject Index

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Concepts in Strategic Management and Business Policy

Concepts in Strategic Management and Business Policy

9780131494619

0131494619

Summary

Table of Contents

Supplemental Materials

Write a Review

Amazon no longer offers textbook rentals. We do!

Concepts in Strategic Management and Business Policy

Concepts in Strategic Management and Business Policy

9780131494619

0131494619

Summary

Table of Contents

Supplemental Materials

Write a Review

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