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.