BOOK
Strategic Management: A Competitive Advantage Approach, Concepts, Global Edition
Fred R. David | Forest R. David
(2017)
Additional Information
Book Details
Abstract
For courses in strategy.
A Practical, Skills-oriented Approach to Strategic Management
In today’s economy, gaining and sustaining a competitive advantage is harder than ever. Strategic Management captures the complexity of the current business environment and delivers the latest skills and concepts with unrivaled clarity, helping students develop their own cutting-edge strategy through skill-developing exercises. The Sixteenth Edition has been thoroughly updated and revised with current research and concepts, and added exercises and review questions.
MyManagementLab not included. Students, if MyManagementLab is a recommended/mandatory component of the course, please ask your instructor for the correct ISBN and course ID. MyManagementLab should only be purchased when required by an instructor. Instructors, contact your Pearson representative for more information.
MyManagementLab is an online homework, tutorial, and assessment product designed to personalize learning and improve results. With a wide range of interactive, engaging, and assignable activities, students are encouraged to actively learn and retain tough course concepts.
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Preface | 15 | ||
| Acknowledgments | 25 | ||
| About the Authors | 27 | ||
| Chapter 1: Strategic Management Essentials | 31 | ||
| Exemplary Company Showcased: Singapore Airlines Limited (SIA) | 32 | ||
| What Is a Cohesion Case? | 33 | ||
| Defining Strategic Management | 33 | ||
| Stages of Strategic Management | 33 | ||
| Integrating Intuition and Analysis | 34 | ||
| Adapting to Change | 35 | ||
| Key Terms in Strategic Management | 36 | ||
| Competitive Advantage | 36 | ||
| Strategists | 36 | ||
| Academic Research Capsule 1-1: When Are Chief Strategy Officers (CSOs) Hired/Appointed? | 37 | ||
| Vision and Mission Statements | 38 | ||
| External Opportunities and Threats | 38 | ||
| Internal Strengths and Weaknesses | 39 | ||
| Long-Term Objectives | 40 | ||
| Strategies | 40 | ||
| Annual Objectives | 40 | ||
| Policies | 41 | ||
| The Strategic-Management Model | 42 | ||
| Benefits of Engaging in Strategic Management | 43 | ||
| Academic Research Capsule 1-2: What Activity Is Most Important in the Strategic-Management Process? | 43 | ||
| Financial Benefits | 44 | ||
| Nonfinancial Benefits | 45 | ||
| Why Some Firms Do No Strategic Planning | 45 | ||
| Pitfalls in Strategic Planning | 46 | ||
| Comparing Business and Military Strategy | 46 | ||
| Implications for Strategists | 48 | ||
| Implications for Students | 49 | ||
| Chapter Summary | 49 | ||
| Key Terms and Concepts | 50 | ||
| Issues for Review and Discussion | 50 | ||
| Mini-Case on Ryanair Limited (RYAAY): Is Ryanair’s Website Its Strategic Marketing Tool? | 52 | ||
| Current Readings | 53 | ||
| Endnotes | 53 | ||
| The Cohesion Case: Nestlé S.A. - 2016 | 54 | ||
| Assurance of Learning Exercises | 63 | ||
| Assurance of Learning Exercise 1A: Assess Singapore Airlines’ Most Recent Quarterly Performance Data | 63 | ||
| Assurance of Learning Exercise 1B: Gather Strategy Information on Nestlé S.A. | 64 | ||
| Assurance of Learning Exercise 1C: Get Familiar with the Free Excel Student Template | 64 | ||
| Assurance of Learning Exercise 1D: Evaluate an Oral Student Presentation | 64 | ||
| Assurance of Learning Exercise 1E: Strategic Planning at Nestlé S.A. | 65 | ||
| Assurance of Learning Exercise 1F: Interview Local Strategists | 65 | ||
| Chapter 2: Outside-USA Strategic Planning | 67 | ||
| Exemplary Company Showcased: Honda Motor Company (HMC) | 68 | ||
| The Nature of Doing Business Globally | 68 | ||
| Multinational Firms | 70 | ||
| Different Languages Globally | 71 | ||
| Labor Unions across Europe | 71 | ||
| Academic Research Capsule 2-1: How Many Languages Are There Globally? | 71 | ||
| Advantages and Disadvantages of Doing Business Globally | 72 | ||
| The Global Challenge | 73 | ||
| Tax Rates and Tax Inversions | 74 | ||
| Tax Rates | 74 | ||
| Academic Research Capsule 2-2: How Do Firms Decide Where to Expand? | 74 | ||
| Tax Inversions | 76 | ||
| American Versus Foreign Business Culture | 76 | ||
| Communication Differences across Countries | 78 | ||
| Business Culture across Countries | 79 | ||
| Mexico’s Business Culture | 79 | ||
| Japan’s Business Culture | 80 | ||
| China’s Business Culture | 81 | ||
| India’s Business Culture | 82 | ||
| Business Climate across Countries | 82 | ||
| Africa’s Business Climate | 83 | ||
| China’s Business Climate | 84 | ||
| Brazil’s Business Climate | 85 | ||
| Indonesia’s Business Climate | 85 | ||
| India’s Business Climate | 85 | ||
| Japan’s Business Climate | 86 | ||
| Mexico’s Business Climate | 86 | ||
| Vietnam’s Business Climate | 87 | ||
| Implications for Strategists | 88 | ||
| Implications for Students | 88 | ||
| Chapter Summary | 89 | ||
| Key Terms and Concepts | 89 | ||
| Issues for Review and Discussion | 89 | ||
| Assurance of Learning Exercises | 90 | ||
| Assurance of Learning Exercise 2A: Nestlé S.A. Wants to Enter Africa. Help Them. | 90 | ||
| Assurance of Learning Exercise 2B: Assess Differences in Culture across Countries | 91 | ||
| Assurance of Learning Exercise 2C: Honda Motor Company Wants to Do Business in Vietnam. Help Them. | 91 | ||
| Assurance of Learning Exercise 2D: Does My University Recruit in Foreign Countries? | 92 | ||
| Mini-Case on Airbus Group SE (AIR.PA): How Well Is Airbus Performing Globally? | 92 | ||
| Current Readings | 93 | ||
| Endnotes | 93 | ||
| Chapter 3: Ethics, Social Responsibility, and Sustainability | 95 | ||
| Exemplary Company Showcased: Bank Audi S.A.L | 96 | ||
| Why “Good Ethics is Good Business” | 96 | ||
| Does it Pay to Be Ethical? | 97 | ||
| Academic Research Capsule 3-1: What Can We Learn from High-Performance Companies? | 98 | ||
| How to Establish an Ethics Culture | 99 | ||
| Academic Research Capsule 3-2: Who Is Prone to Be Unethical in a Business? | 99 | ||
| Whistle-Blowing, Bribery, and Workplace Romance | 100 | ||
| Whistle-Blowing | 100 | ||
| Avoid Bribery | 101 | ||
| Workplace Romance | 102 | ||
| Social Responsibility and Policy | 103 | ||
| Academic Research Capsule 3-3: Does It Pay to Be Socially Responsible? | 104 | ||
| Design and Articulate a Social Policy | 104 | ||
| Social Policies on Retirement | 104 | ||
| Environmental Sustainability | 105 | ||
| What Firms Are the Best Stewards? | 106 | ||
| Sustainability Reports | 107 | ||
| The Office of Environmental Affairs | 108 | ||
| ISO 14000/14001 Certification | 108 | ||
| Wildlife Welfare | 109 | ||
| Food Suppliers and Animal Welfare | 111 | ||
| Implications for Strategists | 111 | ||
| Implications for Students | 112 | ||
| Chapter Summary | 112 | ||
| Key Terms and Concepts | 112 | ||
| Issues for Review and Discussion | 112 | ||
| Assurance of Learning Exercises | 113 | ||
| Assurance of Learning Exercise 3A: Sustainability and Nestlé | 113 | ||
| Assurance of Learning Exercise 3B: How Does My Municipality Compare to Others on Being Pollution-Safe? | 114 | ||
| Assurance of Learning Exercise 3C: Compare Nestlé versus Mars, Inc. on Social Responsibility | 114 | ||
| Assurance of Learning Exercise 3D: How Do You Rate Nestlé’s Sustainability Efforts? | 114 | ||
| Assurance of Learning Exercise 3E: The Ethics of Spying on Competitors | 115 | ||
| Mini-Case on Etihad Airways: How Ethical and Sustainable Is Etihad Airways? | 116 | ||
| Current Readings | 116 | ||
| Endnotes | 117 | ||
| Chapter 4: Types of Strategies | 119 | ||
| Exemplary Company Showcased: Petronas (PGAS.KL) | 120 | ||
| Long-Term Objectives | 120 | ||
| Characteristics and Benefits of Objectives | 121 | ||
| Financial versus Strategic Objectives | 121 | ||
| Avoid Not Managing by Objectives | 122 | ||
| Types of Strategies | 122 | ||
| Levels of Strategies | 124 | ||
| Integration Strategies | 124 | ||
| Forward Integration | 125 | ||
| Backward Integration | 126 | ||
| Horizontal Integration | 127 | ||
| Intensive Strategies | 128 | ||
| Market Penetration | 128 | ||
| Market Development | 128 | ||
| Product Development | 129 | ||
| Diversification Strategies | 129 | ||
| Related Diversification | 130 | ||
| Unrelated Diversification | 130 | ||
| Defensive Strategies | 131 | ||
| Retrenchment | 131 | ||
| Divestiture | 132 | ||
| Liquidation | 133 | ||
| Michael Porter’s Five Generic Strategies | 134 | ||
| Cost Leadership Strategies (Type 1 and Type 2) | 135 | ||
| Differentiation Strategies (Type 3) | 136 | ||
| Focus Strategies (Type 4 and Type 5) | 137 | ||
| Means for Achieving Strategies | 138 | ||
| Cooperation among Competitors | 138 | ||
| Joint Venture and Partnering | 138 | ||
| Academic Research Capsule 4-1: Are International Alliances More Effective with Competitors or Noncompetitors? | 139 | ||
| Merger/Acquisition | 140 | ||
| Private-Equity Acquisitions | 141 | ||
| Tactics to Facilitate Strategies | 142 | ||
| First Mover Advantages | 142 | ||
| Outsourcing and Reshoring | 142 | ||
| Strategic Management in Nonprofit, Governmental, and Small Firms | 144 | ||
| Educational Institutions | 144 | ||
| Medical Organizations | 145 | ||
| Governmental Agencies and Departments | 145 | ||
| Small Firms | 145 | ||
| Academic Research Capsule 4-2: What Attributes Do Great Entrepreneurs Possess? | 146 | ||
| Implications for Strategists | 146 | ||
| Implications for Students | 147 | ||
| Chapter Summary | 147 | ||
| Key Terms and Concepts | 148 | ||
| Issues for Review and Discussion | 148 | ||
| Assurance of Learning Exercises | 150 | ||
| Assurance of Learning Exercise 4A: Market Development for Petronas | 150 | ||
| Assurance of Learning Exercise 4B: Alternative Strategies for Petronas | 150 | ||
| Assurance of Learning Exercise 4C: Private-Equity Acquisitions | 150 | ||
| Assurance of Learning Exercise 4D: The Strategies of Nestlé S.A.: 2015–2017 | 151 | ||
| Assurance of Learning Exercise 4E: Lessons in Doing Business Globally | 151 | ||
| Assurance of Learning Exercise 4F: What Are Petronas’ Strategies in 2015–2017? | 151 | ||
| Assurance of Learning Exercise 4G: What Strategies Are Most Risky? | 151 | ||
| Assurance of Learning Exercise 4H: Explore Bankruptcy | 152 | ||
| Assurance of Learning Exercise 4I: Examine Strategy Articles | 152 | ||
| Assurance of Learning Exercise 4J: Classify Some Strategies | 152 | ||
| Mini-Case on Tiger Brands Limited: Is Tiger Brands Strategically Ready to Compete and Cooperate? | 153 | ||
| Current Readings | 154 | ||
| Endnotes | 154 | ||
| Chapter 5: Vision and Mission Analysis | 157 | ||
| Exemplary Company Showcased: Samsung Electronics Co. Limited (SSNLF) | 158 | ||
| Vision Statements: What Do We Want to Become? | 158 | ||
| Vision Statement Analysis | 159 | ||
| Mission Statements: What Is Our Business? | 160 | ||
| The Process of Developing Vision and Mission Statements | 161 | ||
| The Importance (Benefits) of Vision and Mission Statements | 162 | ||
| Academic Research Capsule 5-1: The Mission Statement/Firm Performance Linkage | 162 | ||
| A Resolution of Divergent Views | 163 | ||
| Characteristics of a Mission Statement | 164 | ||
| A Customer Orientation | 165 | ||
| Components of a Mission Statement | 165 | ||
| Evaluating and Writing Mission Statements | 166 | ||
| Two Mission Statements Critiqued | 167 | ||
| Five Mission Statements Revised | 167 | ||
| Two Mission Statements Proposed | 167 | ||
| Implications for Strategists | 169 | ||
| Implications for Students | 170 | ||
| Chapter Summary | 170 | ||
| Key Terms and Concepts | 171 | ||
| Issues for Review and Discussion | 171 | ||
| Assurance of Learning Exercises | 172 | ||
| Assurance of Learning Exercise 5A: Examine Potential Changes Needed in a Firm’s Vision/Mission | 172 | ||
| Assurance of Learning Exercise 5B: Studying an Alternative View of Mission Statement Content | 172 | ||
| Assurance of Learning Exercise 5C: Evaluate Mission Statements | 173 | ||
| Assurance of Learning Exercise 5D: Evaluate the Vision and Mission Statements of Unilever, Nestlé’s Competitor | 173 | ||
| Assurance of Learning Exercise 5E: Selecting the Best Vision and Mission Statements in a Given Industry | 173 | ||
| Assurance of Learning Exercise 5F: Write an Excellent Vision and Mission Statement for Novartis AG | 174 | ||
| Mini-Case on Citizen Holdings Company Limited (CIZN): Does Citizen Holdings’ Have a Clearvision or Mission? | 174 | ||
| Current Readings | 175 | ||
| Endnotes | 175 | ||
| Chapter 6: The Internal Audit | 177 | ||
| Exemplary Company Showcased: Vodafone Group Plc (VOD) | 178 | ||
| The Nature of an Internal Audit | 178 | ||
| Key Internal Forces | 179 | ||
| The Process of Performing an Internal Audit | 180 | ||
| The Resource-based View | 181 | ||
| Academic Research Capsule 6-1: Does RBV Theory Determine Diversification Targets? | 181 | ||
| Integrating Strategy and Culture | 182 | ||
| Management | 184 | ||
| Planning | 184 | ||
| Organizing | 185 | ||
| Motivating | 186 | ||
| Staffing | 186 | ||
| Controlling | 187 | ||
| Management Audit Checklist of Questions | 187 | ||
| Marketing | 188 | ||
| Customer Analysis | 188 | ||
| Selling Products and Services | 188 | ||
| Product and Service Planning | 189 | ||
| Pricing | 189 | ||
| Distribution | 190 | ||
| Marketing Research | 190 | ||
| Cost/Benefit Analysis | 190 | ||
| Marketing Audit Checklist of Questions | 191 | ||
| Finance and Accounting | 191 | ||
| Finance/Accounting Functions | 191 | ||
| Financial Ratios | 192 | ||
| Breakeven Analysis | 195 | ||
| Finance/Accounting Audit Checklist | 197 | ||
| Production/Operations | 197 | ||
| Production/Operations Audit Checklist | 198 | ||
| Research and Development | 199 | ||
| Internal and External Research and Development | 199 | ||
| Research and Development Audit | 200 | ||
| Management Information Systems | 200 | ||
| Managing Voluminous Consumer Data | 200 | ||
| Academic Research Capsule 6-2: New Trends in Managing Big Data | 201 | ||
| Management Information Systems Audit | 201 | ||
| Value Chain Analysis | 201 | ||
| Benchmarking | 202 | ||
| The Internal Factor Evaluation Matrix | 204 | ||
| Implications for Strategists | 206 | ||
| Implications for Students | 208 | ||
| Chapter Summary | 209 | ||
| Key Terms and Concepts | 209 | ||
| Issues for Review and Discussion | 210 | ||
| Assurance of Learning Exercises | 210 | ||
| Assurance of Learning Exercise 6A: Develop a Corporate IFE Matrix for Volkswagen Group | 211 | ||
| Assurance of Learning Exercise 6B: Should Volkswagen Deploy More (or Less) Resources Outside of Europe? | 211 | ||
| Assurance of Learning Exercise 6C: Apply Breakeven Analysis | 212 | ||
| Assurance of Learning Exercise 6D: Perform a Financial Ratio Analysis for Nestlé | 212 | ||
| Assurance of Learning Exercise 6E: Construct an IFE Matrix for Nestlé | 212 | ||
| Assurance of Learning Exercise 6F: Analyze Your College or University’s Internal Strategic Situation | 213 | ||
| Mini-Case on Bank of China Limited (BACHF): What is the Nature of Bank of China’s Growth? | 213 | ||
| Current Readings | 214 | ||
| Endnotes | 214 | ||
| Chapter 7: The External Audit | 217 | ||
| Exemplary Company Showcased: Michelin (MGDDF) | 218 | ||
| The Purpose and Nature of an External Audit | 219 | ||
| Key External Forces | 219 | ||
| The Process of Performing an External Audit | 220 | ||
| The Industrial Organization (I/O) View | 221 | ||
| Ten External Forces That Affect Organizations | 221 | ||
| Economic Forces | 221 | ||
| Social, Cultural, Demographic, and Natural Environment Forces | 223 | ||
| Political, Governmental, and Legal Forces | 224 | ||
| Technological Forces | 226 | ||
| Competitive Forces | 227 | ||
| Porter’s Five-Forces Model | 229 | ||
| Rivalry Among Competing Firms | 230 | ||
| Potential Entry of New Competitors | 231 | ||
| Potential Development of Substitute Products | 231 | ||
| Bargaining Power of Suppliers | 231 | ||
| Bargaining Power of Consumers | 232 | ||
| Sources of External Information | 232 | ||
| Forecasting Tools and Techniques | 232 | ||
| Making Assumptions | 233 | ||
| Business Analytics | 234 | ||
| The External Factor Evaluation Matrix | 235 | ||
| The Competitive Profile Matrix | 236 | ||
| Implications for Strategists | 239 | ||
| Implications for Students | 240 | ||
| Chapter Summary | 240 | ||
| Key Terms and Concepts | 241 | ||
| Issues for Review and Discussion | 241 | ||
| Assurance of Learning Exercises | 242 | ||
| Assurance of Learning Exercise 7A: Michelin and Africa: An External Assessment | 242 | ||
| Assurance of Learning Exercise 7B: Preparing a CPM for Michelin Based on Countries Rather Than Companies | 243 | ||
| Assurance of Learning Exercise 7C: Develop Divisional Michelin EFE Matrices | 243 | ||
| Assurance of Learning Exercise 7D: Developing an EFE Matrix for Nestlé S.A. | 243 | ||
| Assurance of Learning Exercise 7E: The External Audit | 244 | ||
| Assurance of Learning Exercise 7F: Develop a Competitive Profile Matrix for Michelin | 244 | ||
| Assurance of Learning Exercise 7G: Develop a Competitive Profile Matrix for Nestlé | 244 | ||
| Assurance of Learning Exercise 7H: Analyzing Your College or University’s External Strategic Situation | 244 | ||
| Mini-Case on Woolworths Limited (wow): Is Woolworths Losing Its Edge to ALDI? | 245 | ||
| Current Readings | 245 | ||
| Endnotes | 245 | ||
| Chapter 8: Strategy Generation and Selection | 247 | ||
| Exemplary Company Showcased: Unilever Plc (UL) | 248 | ||
| The Strategy Analysis and Choice Process | 248 | ||
| The Process of Generating and Selecting Strategies | 248 | ||
| The Strategy-Formulation Analytical Framework | 250 | ||
| The Input Stage | 251 | ||
| The Matching Stage | 251 | ||
| The Decision Stage | 251 | ||
| The SWOT Matrix | 251 | ||
| The Strategic Position and Action Evaluation (SPACE) Matrix | 254 | ||
| The Boston Consulting Group (BCG) Matrix | 258 | ||
| The Internal-External (IE) Matrix | 261 | ||
| Academic Research Capsule 8-1: A New IE Matrix | 264 | ||
| The Grand Strategy Matrix | 265 | ||
| The Decision Stage: The Quantitative Strategic Planning Matrix (QSPM) | 266 | ||
| Positive Features and Limitations of the QSPM | 269 | ||
| Cultural Aspects of Strategy Analysis and Choice | 270 | ||
| The Politics of Strategy Analysis and Choice | 270 | ||
| Boards of Directors: Governance Issues | 271 | ||
| Academic Research Capsule 8-2: How Many Board of Directors Members Are Ideal? | 273 | ||
| Implications for Strategists | 274 | ||
| Implications for Students | 274 | ||
| Chapter Summary | 275 | ||
| Key Terms and Concepts | 276 | ||
| Issues for Review and Discussion | 276 | ||
| Assurance of Learning Exercises | 278 | ||
| Assurance of Learning Exercise 8A: Should Unilever Penetrate Southeast Asia Further? | 278 | ||
| Assurance of Learning Exercise 8B: Perform a SWOT Analysis for Unilever’s Global Operations | 278 | ||
| Assurance of Learning Exercise 8C: Prepare a BCG Matrix for Unilever | 278 | ||
| Assurance of Learning Exercise 8D: Develop a SWOT Matrix for Nestlé S.A. | 279 | ||
| Assurance of Learning Exercise 8E: Develop a SPACE Matrix for Nestlé S.A. | 279 | ||
| Assurance of Learning Exercise 8F: Develop a BCG Matrix for Nestlé S.A. | 279 | ||
| Assurance of Learning Exercise 8G: Develop a QSPM for Nestlé S.A. | 280 | ||
| Assurance of Learning Exercise 8H: Develop a SPACE Matrix for Unilever | 280 | ||
| Assurance of Learning Exercise 8I: Develop a BCG Matrix for Your College or University | 280 | ||
| Assurance of Learning Exercise 8J: Develop a QSPM for a Company That You Are Familiar with | 280 | ||
| Assurance of Learning Exercise 8K: Formulate Individual Strategies | 281 | ||
| Mini-Case on Hyundai Motor Company(HYMTF): How Would a BCG for Hyundai Look Like? | 281 | ||
| Current Readings | 282 | ||
| Endnotes | 282 | ||
| Chapter 9: Strategy Implementation | 285 | ||
| Exemplary Company Showcased: Royal Dutch Shell PLC (RDS.A) | 286 | ||
| Strategic Marketing Issues | 286 | ||
| Social Media Marketing | 287 | ||
| Market Segmentation | 289 | ||
| Product Positioning and Perceptual Mapping | 292 | ||
| Author Commentary | 293 | ||
| Strategic Finance/Accounting Issues | 295 | ||
| EPS/EBIT Analysis: Acquire Needed Capital | 296 | ||
| Projected Financial Statements | 300 | ||
| Projected Financial Statement Analysis for D. R. Horton | 302 | ||
| Corporate Valuation | 304 | ||
| Academic Research Capsule 9-1: When Should We Overpay to Acquire a Firm? | 306 | ||
| Corporate Valuation Methods | 306 | ||
| IPOs, Cash Management, and Corporate Bonds | 308 | ||
| Go Public With an IPO? | 308 | ||
| Keep Cash Offshore is Earned Offshore? | 309 | ||
| Issue Corporate Bonds for What Purpose? | 309 | ||
| Strategic Research and Development (R&D) Issues | 309 | ||
| Strategic Management Information Systems (MIS) Issues | 311 | ||
| Mobile Tracking of Employees | 312 | ||
| Implications for Strategists | 312 | ||
| Implications for Students | 313 | ||
| Mobile Apps for Customers | 313 | ||
| Chapter Summary | 313 | ||
| Key Terms and Concepts | 314 | ||
| Issues for Review and Discussion | 314 | ||
| Assurance of Learning Exercises | 316 | ||
| Assurance of Learning Exercise 9A: Prepare an EPS/EBIT Analysis for Royal Dutch Shell Plc | 316 | ||
| Assurance of Learning Exercise 9B: Develop a Product-Positioning Map for Nestlé S.A. | 316 | ||
| Assurance of Learning Exercise 9C: Perform an EPS/EBIT Analysis for Nestlé S.A. | 316 | ||
| Assurance of Learning Exercise 9D: Prepare Projected Financial Statements for Nestlé S.A. | 317 | ||
| Assurance of Learning Exercise 9E: Determine the Cash Value of Nestlé S.A. | 317 | ||
| Assurance of Learning Exercise 9F: Develop a Product-Positioning Map for Your College | 317 | ||
| Assurance of Learning Exercise 9G: Do Banks Require Projected Financial Statements? | 318 | ||
| Mini-Case on Tata Motors Limited (TTM) | 318 | ||
| Current Readings | 319 | ||
| Endnotes | 319 | ||
| Chapter 10: Strategy Execution | 321 | ||
| Exemplary Company Showcased: Accenture Plc (ACN) | 322 | ||
| Transitioning from Formulating to Implementing Strategies | 322 | ||
| The Need for Clear Annual Objectives | 324 | ||
| The Need for Clear Policies | 327 | ||
| Allocate Resources and Manage Conflict | 327 | ||
| Allocate Resources | 327 | ||
| Manage Conflict | 329 | ||
| Match Structure with Strategy | 329 | ||
| Types of Organizational Structure | 330 | ||
| The Functional Structure | 330 | ||
| The Divisional Structure | 331 | ||
| The Strategic Business Unit (SBU) Structure | 333 | ||
| The Matrix Structure | 334 | ||
| Dos and Don’ts in Developing Organizational Charts | 335 | ||
| Academic Research Capsule 10-1: Why Is the COO Position Being Deleted in Many Organizations? | 337 | ||
| Strategic Production/Operations Issues | 338 | ||
| Restructuring and Reengineering | 338 | ||
| Manage Resistance to Change | 339 | ||
| Decide Where and How to Produce Goods | 339 | ||
| Employee Stock Ownership Plans (ESOPs) | 340 | ||
| Strategic Human Resource Issues | 341 | ||
| Linking Performance and Pay to Strategy | 341 | ||
| Balance Work Life and Home Life | 343 | ||
| Develop a Diverse Workforce | 344 | ||
| Academic Research Capsule 10-2: How Do Women vs. Men CEOs Perform? | 345 | ||
| Use Caution in Hiring a Rival’s Employees | 345 | ||
| Create a Strategy-Supportive Culture | 348 | ||
| Use Caution in Monitoring Employees’ Social Media | 349 | ||
| Develop a Corporate Wellness Program | 349 | ||
| Implications for Strategists | 351 | ||
| Implications for Students | 352 | ||
| Chapter Summary | 353 | ||
| Key Terms and Concepts | 353 | ||
| Issues for Review and Discussion | 353 | ||
| Assurance of Learning Exercises | 355 | ||
| Assurance of Learning Exercise 10A: Develop an Organizational Chart for Accenture Plc | 355 | ||
| Assurance of Learning Exercise 10B: Assess Accenture’s Philanthropy Efforts | 355 | ||
| Assurance of Learning Exercise 10C: Revise Nestlé’s Organizational Chart | 355 | ||
| Assurance of Learning Exercise 10D: Explore Objectives | 355 | ||
| Assurance of Learning Exercise 10E: Understanding Your University’s Culture | 356 | ||
| Mini-Case on Horizon Pharma (HZNP): Does Horizon Pharma Have a Formal Structure? | 356 | ||
| Current Readings | 357 | ||
| Endnotes | 357 | ||
| Chapter 11: Strategy Monitoring | 359 | ||
| Exemplary Company Showcased: BHP Billiton (BHP) | 360 | ||
| The Strategy-Evaluation Process, Criteria, and Methods | 360 | ||
| The Process of Evaluating Strategies | 363 | ||
| The Three Strategy-Evaluation Activities | 364 | ||
| Reviewing Bases of Strategy | 364 | ||
| Measuring Organizational Performance | 366 | ||
| Taking Corrective Actions | 367 | ||
| The Balanced Scorecard | 369 | ||
| Published Sources of Strategy-Evaluation Information | 371 | ||
| Characteristics of an Effective Strategy Evaluation System | 371 | ||
| Contingency Planning | 372 | ||
| Auditing | 373 | ||
| Twenty-First-Century Challenges in Strategic Management | 374 | ||
| The Art or Science Issue | 374 | ||
| The Visible or Hidden Issue | 375 | ||
| The Top-Down or Bottom-Up Approach | 376 | ||
| Guidelines for Effective Strategic Management | 376 | ||
| Implications for Strategists | 378 | ||
| Implications for Students | 378 | ||
| Chapter Summary | 379 | ||
| Key Terms and Concepts | 379 | ||
| Issues for Review and Discussion | 379 | ||
| Assurance of Learning Exercises | 380 | ||
| Assurance of Learning Exercise 11A: Evaluate BHP Billiton’s Strategies | 380 | ||
| Assurance of Learning Exercise 11B: Prepare a Strategy-Evaluation Report for Nestlé S.A. | 381 | ||
| Assurance of Learning Exercise 11C: Prepare a Balanced Scorecard for Nestlé S.A. | 381 | ||
| Assurance of Learning Exercise 11D: Evaluate Your University’s Strategies | 381 | ||
| Mini-Case on Broadcom Limited (AVGO): How Could a Balanced Scorecard Benefit Broadcom? | 382 | ||
| Current Readings | 382 | ||
| Endnotes | 382 | ||
| Appendix: Guidelines for Case Analysis | 385 | ||
| What Is a Strategic-Management Case? | 386 | ||
| Guidelines for Preparing Case Analyses | 386 | ||
| The Need for Practicality | 386 | ||
| The Need for Justification | 386 | ||
| The Need for Realism | 386 | ||
| The Need for Specificity | 386 | ||
| The Need for Originality | 387 | ||
| The Need to Contribute | 387 | ||
| The Case Method Versus Lecture Approach | 387 | ||
| The Cross-Examination | 387 | ||
| Preparing a Written Case Analysis | 388 | ||
| The Executive Summary | 388 | ||
| The Comprehensive Written Analysis | 388 | ||
| Steps in Preparing a Comprehensive Written Analysis | 388 | ||
| Making an Oral Presentation | 389 | ||
| Controlling Your Voice | 389 | ||
| Managing Body Language | 389 | ||
| Speaking from Notes | 390 | ||
| Constructing Visual Aids | 390 | ||
| Answering Questions | 390 | ||
| Tips for Success in Case Analysis | 390 | ||
| Sample Case Analysis Outline | 391 | ||
| Recommended Time Allocation for Presenting a Case Analysis | 393 | ||
| Assurance of Learning Exercise: Strategic Planning for Gruma SAB | 393 | ||
| Glossary | 397 | ||
| Name Index | 407 | ||
| Subject Index | 413 |