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Tables of Contents for Strategic Management
Chapter/Section Title
Page #
Page Count
PART ONE THE CONCEPTS AND TECHNIQUES OF STRATEGIC MANAGEMENT
1
360
The Strategic Management Process: An Overview
2
25
The Five Tasks of Strategic Management
3
1
Developing a Strategic Vision and Business Mission
4
1
Setting Objectives
5
2
Crafting a Strategy
7
3
What Does a Company's Strategy Consist Of?
10
5
Implementing and Executing the Strategy
15
1
Evaluating Performance, Monitoring New Developments, and Initiating Corrective Adjustments
16
1
Why Strategic Management Is a Process Not an Event
16
1
Characteristics of the Process
17
1
Who Performs the Five Tasks of Strategic Management?
18
2
Is Strategy Making an Individual Responsibility or a Group Task?
20
1
Is There a Role for Full-Time Strategic Planners?
21
1
The Strategic Role of the Board of Directors
22
1
The Benefits of a ``Strategic Approach'' to Managing
23
4
The Three Strategy-Making Tasks: Developing a Strategic Vision, Setting Objectives, and Crafting a Strategy
27
41
Developing a Strategic Vision and Mission: The First Direction-Setting Task
27
1
Why Have a Mission or Strategic Vision?
28
1
Defining a Company's Present Business
29
4
Deciding on a Long-Term Strategic Vision for the Company
33
1
Communicating the Strategic Vision
34
2
Establishing Objectives: The Second Direction-Setting Task
36
1
What Kinds of Objectives to Set
36
3
The Concept of Strategic Intent
39
1
The Need for Long-Range and Short-Range Objectives
40
1
How Much Stretch Should Objectives Entail?
40
1
Objectives Are Needed at All Organizational Levels
41
1
Crafting a Strategy: The Third Direction-Setting Task
42
2
The Strategy-Making Pyramid
44
1
Corporate Strategy
44
3
Business Strategy
47
3
Functional Strategy
50
1
Operating Strategy
51
1
Uniting the Strategy-Making Effort
52
2
The Factors That Shape a Company's Strategy
54
1
Societal, Political, Regulatory, and Citizenship Considerations
54
1
Competitive Conditions and Overall Industry Attractiveness
55
1
The Company's Market Opportunities and External Threats
56
1
Company Resource Strengths, Competencies, and competitive Capabilities
56
1
The Personal Ambitions, Business Philosophies, and Ethical Beliefs of Managers
57
1
The Influence of Shared Values and Company Culture on Strategy
58
1
Linking Strategy with Ethics
59
3
Tests of a Winning Strategy
62
1
Approaches to Performing the Strategy-Making Task
62
6
Industry And Competitive Analysis
68
35
The Methods of Industry and Competitive Analysis
68
2
Question 1: What Are the Industry's Dominant Economic Features?
70
3
Question 2: What Is Competition Like and How Strong Are Each of the Competitive Forces?
73
12
Question 3: What Are the Drivers of Change in the Industry and What Impact Will They Have?
85
5
Question 4: Which Companies Are in the Strongest/Weakest Positions?
90
3
Question 5: What Strategic Moves Are Rivals Likely to Make Next?
93
2
Question 6: What Are the Key Factors for Competitive Success?
95
3
Question 7: Is the Industry Attractive and What Are Its Prospects for Above-Average Profitability?
98
1
Actually Doing an Industry and Competitive Analysis
99
4
Evaluating Company Resources And Competitive Capabilities
103
31
Question 1: How Well Is the Present Strategy Working?
104
1
Question 2: What Are the Company's Resource Strengths and Weaknesses, and Its External Opportunities and Threats?
105
1
Identifying Company Strengths and Resource Capabilities
105
1
Identifying Company Weakness and Resources Deficiencies
106
2
Identifying Company Competencies and Capabilities
108
3
Identifying a Company's Market Opportunities
111
2
Identifying the Threats to a Company's Future Profitability
113
1
Question 3: Are the Company's Prices and Costs Competitive?
114
1
Strategic Cost Analysis and Value Chains
115
5
Benchmarking the costs of Key Activities
120
3
Strategic Options for Achieving Cost Competitiveness
123
2
From Value Chain Activities to Competitive Capabilities to Competitive Advantage
125
1
Question 4: How Strong Is the Company's Competitive Position?
126
1
Competitive Strength Assessments
127
2
Question 5: What Strategic Issues Does the Company Face?
129
5
Strategy And Competitive Advantage
134
40
The Five Generic Competitive Strategies
135
2
Low-Cost Provider Strategies
137
10
Differentiation Strategies
147
5
The Strategy of Being a Best-Cost Provider
152
2
Focused or Market Niche Strategies
154
2
Vertical Integration Strategies and Competitive Advantage
156
1
The Strategic Advantages of Vertical Integration
156
2
The Strategic Disadvantages of Vertical Integration
158
2
Weighing the Pros and Cons of Vertical Integration
160
1
Cooperative Strategies and Competitive Advantage
160
2
Using Offensive Strategies to Secure Competitive Advantage
162
1
Initiatives to Match or Exceed Competitor Strengths
163
1
Initiatives to Capitalize on Competitor Weaknesses
164
1
Simultaneous Initiatives on Many Fronts
165
1
End-Run Offensives
165
1
Guerilla Offensives
166
1
Preemptive Strikes
166
1
Choosing Whom to Attack
167
1
Using Defensive Strategies to Protect Competitive Advantage
168
2
First-Mover Advantages and Disadvantages
170
4
Matching Strategy To A Company's Situation
174
39
Strategies for Competing in Emerging Industries
175
2
Strategies for Competing in High Velocity Markets
177
1
Strategies for Competing in Maturing Industries
178
3
Strategic Pitfalls
181
1
Strategies for Firms in Stagnant or Declining Industries
181
2
Strategies for Competing in Fragmented Industries
183
2
Strategies for Competing in International Markets
185
2
Multicountry Competition Versus Global Competition
187
1
Types of International Strategies
188
2
A Multicountry Strategy or a Global Strategy?
190
1
Global Strategy and Competitive Advantage
191
3
The Use of Strategic Alliances to Enhance Global Competitiveness
194
4
Strategic Intent, Profit Sanctuaries, and Cross-Subsidization
198
2
Strategies for Industry Leaders
200
2
Strategies for Runner-Up Firms
202
3
Strategies for Weak Business
205
1
Turnaround Strategies for Businesses in Crisis
206
2
Thirteen Commandments for Crafting Successful Business Strategies
208
5
Strategy And Competitive Advantage in Diversified Companies
213
32
When to Diversify
214
1
The Conditions that Make Diversification Attractive
215
2
Building Shareholder Value: The Ultimate Justification for Diversifying
217
1
Three Tests for Judging a Diversification Move
217
1
Diversification Strategies
218
1
Strategies for Entering New Businesses
218
3
Related Diversification Strategies
221
2
Strategic Fit, Economies of Scope, and Competitive Advantage
223
2
Capturing Strategic-Fit Benefits
225
1
Unrelated Diversification Strategies
226
1
The Pros and Cons of Unrelated Diversification
227
3
Unrelated Diversification and Shareholder Value
230
1
Divestiture and Liquidation Strategies
231
1
Corporate Turnaround, Retrenchment, and Portfolio Restructuring Strategies
232
2
Multinational Diversification Strategies
234
1
The Emergence of Multinational Diversification
235
1
Sources of Competitive Advantage for a DMNC
236
6
Combination Related-Unrelated Diversification Strategies
242
3
Evaluating The Strategies Of Diversified Companies
245
23
Identifying the Present Corporate Strategy
246
1
Evaluating Industry Attractiveness: Three Tests
247
1
Evaluating the Attractiveness of Each Industry the Company Has Diversified Into
247
1
Measuring Each Industry's Attractiveness Relative to the Others
248
1
The Attractiveness of the Mix of Industries as a Whole
249
1
Evaluating the Competitive Strength of Each of the Company's Business Units
250
2
Using a Nine-Cell Matrix to Simultaneously Portray Industry Attractiveness and Competitive Strength
252
2
Strategic-Fit Analysis: Checking for Competitive Advantage Potential
254
2
Resource Fit Analysis: Determining How Well the Firm's Resources Match Business Unit Requirements
256
1
Checking Financial Resource Fit: Cash Hogs and Cash Cow Businesses
256
2
Checking Competitive and Managerial Resource Fits
258
2
Ranking the Business Units on the Basis of Post Performance and Future Prospects
260
1
Deciding on Resource Allocation Priorities and a General Strategic Direction for Each Business Unit
261
1
Crafting a Corporate Strategy
262
1
The Performance Test
263
1
Identifying Additional Diversification Opportunities
264
1
Guidelines for Managing the Process of Crafting Corporate Strategy
265
3
Implementing Strategy: Building Resource Capabilities And Structuring The Organization
268
42
A Framework for Implementing Strategy
269
1
The Principal Strategy-Implementing Tasks
270
1
Leading the Implementation Process
271
2
Building a Capable Organization
273
1
Selecting People for Key Positions
273
1
Building Core Competencies and Competitive Capabilities
274
3
Matching Organization Structure to Strategy
277
11
The Strategic Advantages and Disadvantages of Different Organizational Structures
288
16
Organizational Structures of the Future
304
6
Implementing Strategy: Budgets, Policies, Best Practices, Support Systems, And Rewards
310
24
Linking Budgets to Strategy
310
2
Creating Strategy-Supportive Policies and Procedures
312
2
Instituting Best Practices and a Commitment to Continuous Improvement
314
5
Installing Support Systems
319
3
Installing Adequate Information Systems, Performance Tracking, and Controls
322
2
Designing Strategy-Supportive Reward Systems
324
1
Strategy-Supportive Motivational Practices
324
3
Linking the Reward System to Strategically Relevant Performance Outcomes
327
7
Implementing Strategy: Culture And Leadership
334
27
Building a Strategy-Supportive Corporate Culture
334
1
Where Does Corporate Culture Come From?
335
1
The Power of Culture
336
2
Strong versus Weak Cultures
338
1
Low Performance or Unhealthy Cultures
339
1
Adaptive Cultures
339
2
Creating the Fit between Strategy and Culture
341
2
Building Ethical Standards and Values into the Culture
343
2
Building a Spirit of High Performance into the Culture
345
3
Exerting Strategic Leadership
348
1
Staying on Top of How Well Things Are Going
348
2
Fostering a Strategy-Supportive Climate and Culture
350
2
Keeping the Internal Organization Responsive and Innovative
352
1
Dealing with Company Politics
353
2
Enforcing Ethical Behavior
355
1
Leading the Process of Making Corrective Adjustments
356
5
PART TWO CASES IN STRATEGIC MANAGEMENT
361
1
A GUIDE TO CASE ANALYSIS
362
The Manager as Chief Strategy Maker and Strategy Implementer
Starbucks Corporation
C-1
Arthur A. Thompson
John E. Gamble0
``Chainsaw Al'' Dunlap and Sunbeam Corporation
C-32
Arthur A. Thompson
John E. Gamble
Caribbean Internet Cafe
C-57
Michelle Theobals
Murray Bryant
KUVO Radio
C-62
Joan Winn
Christina L. Montez
Crafting Strategy in Single Business Companies
The Craft-Brewing Industry in 1994
C-77
Anurag Sharma
Julia Dvorko
The Berkshire Brewing Company (A)
C-89
Julia Dvorko
Anurag Sharma
The Berkshire Brewing Company (B)
C-98
Anurag Sharma
Julia Dvorko
Kentucky Fried Chicken and The Global Fast-Food Industry in 1998
C-103
Jeffrey A. Krug
OfficeMax and the Office Supply Industry
C-127
Margaret J. Naumes
William Naumes
Competition in the Video Game Industry
C-137
Romuald A. Stone
Sean McGowan
Broderbund Software, Inc
C-177
Armand Gilinsky
Church's Chicken in Navajoland
C-202
Jon Ozmun
Casey Donoho
Mason Gerety
Competition in the Electronic Brokerage Industry
C-216
Arthur A. Thompson
John E. Gamble
Dell Computer Corporation
C-246
Arthur A. Thompson
John E. Gamble
Acer in Canada
C-272
Prescott C. Ensign
Outback Steakhouse Goes International
C-290
Marilyn L. Taylor
George M. Puia
Krishnan Ramaya
Madelyn Gengelbachk
Rocky Mountain Adventures, Inc.
C-317
John E. Gamble
National Media Corporation
C-343
Patricia Feltes
Phillip Hall
FoodWorld Supermarkets in India
C-359
David Wylie
Crafting Strategy in Diversified Companies
20: Fraser River Plastics Ltd.
C-377
Christopher K. Bart
Marvin G. Ryder
Campbell Soup Company
C-393
John E. Gamble
Arthur A. Thompson
The Black & Decker Corporation
C-422
John E. Gamble
Arthur A. Thompson
Blount International, Inc.
C-445
Gordon M. Amsler
Implementing and Executing Strategy
24: Robin Hood
C-463
Joseph Lampel, New York University
Seacost Science Center: Setting Sail
C-465
Jill A. Kammermeyer
Wendy W. Lull
Integral Consulting, Inc.
C-478
P. J. Guinan
Valerie Mulhern
David Wylie
W. L. Gore & Associates, Inc. in 1998
C-491
Frank Shipper
Charles C. Manz
Herb Kelleher and Southwest Airlines
C-514
Isaac Cohen
Gus Pagonis and the Sears Logistics Group
C-533
Stewart W. Husted
Keith C. Jones
AT & T Resource Link (A)
C-552
Joel Harmon
John Seeger
Habitat for Humanity International
C-572
Joel W. Cook
Robert F. Dyer
Black Diamond Ltd.
C-600
Steven J. Maranville
Madeleine E. Pullman
Samsung Everland: Managing Service Quality
C-618
Charles Dhanaraj
John Haywood-Farmer
Strategy, Ethics, and Social Responsibilty
Sarah Norton and Wise Research
C-637
Ronald L. Coulter
D. Michael Fields
Mary K. Coulter
Rebecca J. Gordon-Runyon
Stew Leonard's Dairy
C-650
Charles B. Shrader
Steven A. Rallis
Joan L. Twenter
Hooters Restaurants and the EEOC
C-660
Nancy H. Leonard
Larry R. Steenberg
Deborah A. Howard
Terry W. Mullins