Strategic Management: Formulation, Implementation, and Control in a Dynamic Environment

Abstract

* Preface * Acknowledgments * Section I: Strategic Management Framework * Chapter 1. Introduction to Strategic Management * Why Is It Important to Study Strategic Management? * History of Strategic Management and Business Policy * Purpose of Business Policy Course * Business Policy * Strategic Planning * Strategic Management * Moral and Ethical Duties * Corporate Governance and Strategy * Review Questions * Chapter 2. Strategy Formulation * Introduction * Who Are the Strategists in Any Organization? * Environmental Scanning * Strategy Formulation * Strategy Implementation * Evaluation and Control * Decision Making * Review Questions * Chapter 3. Assessing the Environment * Introduction * Dynamic Environments * The Internal Environment * The External Environment * Environmental Scanning * Review Questions * Appendix: The Use of Financial Ratio Analyses * Chapter 4. Corporate Strategy * Introduction * Corporate Strategic Alternatives * Analysis of Corporate Strategies * Strategy in Multiple-SBU Firms * Evaluating Corporate Strategy: Beyond the Business Portfolio Matrix * Review Questions * Chapter 5. Business and Functional Strategies * Introduction * Business Strategy Alternatives * Formulating Business Strategy * Competitive Strategies and the Health Care Industry * Functional Strategic Alternatives * Strategy Types * Conclusion * Review Questions * Chapter 6. Strategic Management in the International Environment * Introduction * Trends Toward Internationalization * Advantages of Internationalization * International Strategic Management * Entering a Foreign Market * Multinational Challenges * How to Compete Globally * U.S. Competitiveness * Tomorrow's Organizations * Review Questions * Chapter 7. Corporate Structure and Implementation * Introduction * Strategy Implementation * The General Manager's Role in the Implementation Process * Issues in Strategy Formulation and Implementation * Analyzing Strategic Change * Building a Capable Organization * Allocating Resources to Match Strategic Objectives * Establishing Organization-Wide Commitment to the Strategic Plan * Conclusion * Review Questions * Chapter 8. Corporate Culture, the General Manager, and Implementation * Introduction * Installing Internal Administrative Support Systems * Exerting Strategic Leadership * Fulfilling the Leadership Role * Summary * Review Questions * Chapter 9. The Control Function * Introduction * Levels of Strategy and Control * Organizational Control * Financial Measurement Methods * Reporting Systems * Information Systems * Vehicles of Control * International Control * Summary * Review Questions * Chapter 10. Strategic Management in Profit and Not-for-Profit Organizations * Introduction * Evolution of Not-for-Profit Organizations * What Is a Not-for-Profit Organization? * Mission Statement * Strategic Objectives * Crafting a Strategy * Strategy for Multi-Primary-Mission Organizations * Management Styles * Strategic Decision Making in NFP Organizations * Evaluation and Control in NFP Organizations * Implementation in the NFP Sector * Role of the Board of Directors in For-Profit and NFP Organizations * Conclusion * Review Questions * Section II: Preparing a Case Analysis * Case 1. Ben & Jerry's * Case 2. Blockbuster * Case 3. Tootsie Roll Industries, Inc. * Case 4. Southwest Airlines * Case 5. Airborne Express * Case 6. Snapple * Case 7. PepsiCo, Inc. * Case 8. Pillsbury * Case 9. Hershey Foods Corporation * Case 10. H. J. Heinz * Case 11. Gap Inc. * Case 12. Intimate Brands, Inc. * Case 13. Nike * Case 14. Rite Aid * Case 15. Circuit City Stores, Inc. * Case 16. Gillet