Strategic Management: Concepts and Cases

Strategic Management: Concepts and Cases

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For an undergraduate/graduate level course in Strategic Management and Business Policy. Communicating both the excitement and value of strategic management, this popular, lively and conversational text reflects the effect our rapidly changing world has on strategic management theory and practice. Designed in functional four-color, it continues to offer a popular practitioner-oriented perspective, numerous Experiential Exercises, and now incorporates the most up-to-date compilation of real-world company cases ever assembled in a business policy text. It integrates three very contemporary themes throughout each chapter-globalization, the natural environment, and technology-and focuses on skill-building in all major areas of strategy formation, implementation, and evaluation.show more

Product details

  • Hardback | 944 pages
  • 210.82 x 256.54 x 40.64mm | 1,814.36g
  • Pearson Education (US)
  • Upper Saddle River, United States
  • Revised
  • 7th Revised edition
  • colour and b&w illustrations, map
  • 0130807850
  • 9780130807854

Table of contents

(NOTE:Each chapter contains Notable Quotes and Objectives, Key Terms, Current Readings, Discussion Questions, and Experiential Exercises.) Introduction. How to Analyze a Business Policy Case. What is a Business Policy Case? Guidelines for Preparing Case Analyses. Preparing a Case for Class Discussion. Preparing a Written Case Analysis. Making an Oral Presentation. Fifty Tips for Success in Case Analysis. The Strategy Formulator Software. I. OVERVIEW OF STRATEGIC MANAGEMENT. 1. The Nature of Strategic Management. What is Strategic Management? Key Terms in Strategic Management. The Strategic-Management Model. Benefits of Strategic Management. Business Ethics and Strategic Management. Comparing Business and Military Strategy. The Cohesion Case and Experiential Exercises. 2. Strategies in Action. Types of Strategies. Integration Strategies. Intensive Strategies. Diversification Strategies. Defensive Strategies. Guidelines for Pursuing Strategies. Mergers and Leveraged Buyouts. Michael Porter's Generic Strategies. Strategic Management in Nonprofit Governmental Organizations. Strategic Management in Small Firms. Experiential Exercises. II. STRATEGY FORMULATION. 3. The Business Mission. What is Our Business? The Importance of a Clear Mission. The Nature of a Business Mission. Components of a Mission Statement. Writing and Evaluating Mission Statements. Experiential Exercises. 4. The External Assessment. The Nature of an External Audit. Economic Forces. Social, Cultural, Demographic, and Environmental Forces. Political, Governmental, and Legal Forces. Technological Forces. Competitive Forces. Sources of External Information. Forecasting Tools and Techniques. Competitive Analysis: Porter's Five-Forces Model. Industry Analysis: The External Factor. Evaluation (EFE) Matrix. The Competitive Profile Matrix (CPM). Experiential Exercises. 5. The Internal Assessment. The Nature of an Internal Audit. Relationships Among the Functional Areas of Business. Management. Marketing. Finance/Accounting. Production/Operations. Research and Development. Computer Information Systems. Internal Audit Checklists. The Internal Factor Evaluation (IFE). Matrix. Experiential Exercises. 6. Strategy Analysis and Choice. The Nature of Strategy Analysis and Choice. Long-Term Objectives. A Comprehensive Strategy-Formulation Framework. The Input Stage. The Matching Stage. The Decision Stage. Cultural Aspects of Strategy Choice. The Politics of Strategy Choice. The Role of a Board of Directors. Experiential Exercises. III. STRATEGY IMPLEMENTATION. 7. Implementing Strategies: Management Issues. The Nature of Strategy Implementation. Annual Objectives. Policies. Resource Allocation. Managing Conflict. Matching Structure with Strategy. Restructuring and Reengineering. Linking Performance and Pay to Strategies. Managing Resistance to Change. Managing the Natural Environment. Creating a Strategy-Supportive Culture. Production/Operations Concerns When Implementing Strategies. Human Resource Concerns When Implementing Strategies. Experiential Exercises. 8. Implementing Strategies: Marketing, Finance/Accounting, R&D, and CIS Issues. The Nature of Strategy Implementation. Marketing Issues. Finance/Accounting Issues. Research and Development (R&D) Issues. Computer Information Systems (CIS) Issues. Experiential Exercises. IV. STRATEGY EVALUATION. 9. Strategy Review, Evaluation, and Control. The Nature of Strategy Evaluation. The Strategy-Evaluation Framework. Published Sources of Strategy-Evaluation Information. Characteristics of an Effective Evaluation System. Contingency Planning. Auditing. Using Computers to Evaluate Strategies. Guidelines for Effective Strategic Management. Experiential Exercises. V. GLOBAL ISSUES IN STRATEGIC MANAGEMENT. 10. International Strategic Management. The Nature of Global Competition. Cultures Around the World. The Global Challenge. Mexico. Russia. China. Japan. The European Union. Guidelines for Success as a Global Competitor. Experiential Exercises. Name Index. Subject Index. Company index. CASES. 1. The Limited, Inc. - 1998. 2. Wal-Mart Stores, Inc. - 1998. 3. Dayton Hudson Corporation - 1998. 4. Circus Circus Enterprises - 1998. 5. Harrah's Entertainment - 1998. 6. Banc One Corporation - 1998. 7. Citicorp - 1998. 8. Audubon Zoo - 1997. 9. Riverbanks Zoological Park and Botanical Garden - 1997. 10. Dakota, Minnesota, & Eastern Railroad Corporation - 1997. 11. RailTex, Inc. - 1998. 12. Greyhound Lines, Inc. - 1998. 13. Carnival Corporation - 1998. 14. Southwest Airlines Co. - 1998. 15. Central United Methodist Church - 1998. 16. Elkins Lake Baptist Church - 1997. 17. Grace Lutheran Church - 1997. 18. Classic Car Club of America - 1997. 19. Harley-Davidson, Inc. - 1998. 20. Winnebago Industries, Inc. - 1998. 21. Avon Products, Inc. - 1998. 22. Revlon, Inc. - 1998. 23. UST, Inc. - 1998. 24. Swisher International Group, Inc. - 1998. 25. Campbell Soup Co. - 1998. 26. Pilgrim's Pride Corp. - 1998. 27. H.J. Heinz Company - 1998. 28. Boeing - 1998. 29. Apple Computer, Inc. - 1998. 30. America Online, Inc. - 1998. 31. Stryker Corporation - 1998. 32. Biomet, Inc. - 1998. 33. Playboy Enterprises, Inc. - 1998. 34. Nike, Inc. - 1998. 35. E.L. Nickell Company - 1998.show more

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150 ratings
3.7 out of 5 stars
5 35% (53)
4 23% (35)
3 24% (36)
2 11% (16)
1 7% (10)
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