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Tables of Contents for Formulation, Implementation, and Control of Competitive Strategy
Chapter/Section Title
Page #
Page Count
1 OVERVIEW OF STRATEGIC MANAGEMENT
1
26
1 Strategic Management
2
25
The Nature and Value of Strategic Management
3
1
Dimensions of Strategic Decisions
4
5
Three Levels of Strategy
5
1
Characteristics of Strategic Management Decisions
6
3
Formality in Strategic Management
9
3
The Strategy Makers
9
1
Benefits of Strategic Management
10
1
Risks of Strategic Management
11
1
Executives' Views of Strategic Management
12
1
The Strategic Management Process
12
1
Components of the Strategic Management Model
13
4
Company Mission
13
1
Company Profile
14
1
External Environment
15
1
Strategic Analysis and Choice
15
1
Long-Term Objectives
15
1
Generic and Grand Strategies
15
1
Action Plans and Short-Term Objectives
16
1
Functional Tactics
16
1
Policies that Empower Action
16
1
Restructuring, Reengineering, and Refocusing the Organization
16
1
Strategic Control and Continuous Improvement
17
1
Strategic Management as a Process
17
2
Changes in the Process
18
1
Summary
19
3
Cohesion Case: The Coca-Cola Company
22
5
II STRATEGY FORMULATION
27
274
2 Defining the Company Mission
28
33
What Is a Company Mission?
29
1
The Need for an Explicit Mission
29
1
Formulating a Mission
29
13
Basic Product or Service: Primary Market: Principal Technology
31
1
Company Goals: Survival, Growth, Profitability
32
2
Company Philosophy
34
1
Public Image
35
2
Company Self-Concept
37
2
Newest Trends in Mission Components
39
3
Overseeing the Strategy Makers
42
3
Board Success Factors
44
1
The Stakeholder Approach to Company Responsibility
45
6
Social Responsibility
47
2
Guidelines for a Socially Responsible Firm
49
2
Summary
51
6
Cohesion Case: Company Mission at The Coca-Cola Company
57
4
3 The External Environment
61
42
Remote Environment
62
11
1. Economic Factors
62
2
2. Social Factors
64
1
3. Political Factors
65
1
4. Technological Factors
66
1
5. Ecological Factors
67
6
Industry Environment
73
1
Overview
74
1
How Competitive Forces Shape Strategy
74
1
Contending Forces
75
6
A. Threat of Entry
76
1
B. Powerful Suppliers
77
2
C. Powerful Buyers
79
1
D. Substitute Products
80
1
E. Jockeying for Position
80
1
Industry Analysis and Competitive Analysis
81
1
Industry Boundaries
81
3
Problems in Defining Industry Boundaries
82
1
Developing a Realistic Industry Definition
83
1
Industry Structure
84
2
Concentration
84
1
Economies of Scale
84
1
Product Differentiation
85
1
Barriers to Entry
85
1
Competitive Analysis
86
2
How to Identify Competitors
86
1
Common Mistakes in Identifying Competitors
87
1
Operating Environment
88
6
1. Competitive Position
88
1
2. Customer Profiles
89
3
3. Suppliers
92
1
4. Creditors
93
1
5. Human Resources: Nature of the Labor Market
93
1
Emphasis on Environmental Factors
94
1
Summary
95
4
Cohesion Case: Assessing the External Environment at The Coca-Cola Company
99
4
4 The Global Environment: Strategic Considerations for Multinational Firms
103
33
Development of a Global Corporation
106
1
Why Firms Globalize
107
2
Considerations Prior to Globalization
109
2
Complexity of the Global Environment
111
1
Control Problems of the Global Firm
112
1
Global Strategic Planning
113
5
Multidomestic Industries and Global Industries
113
3
The Multinational Challenge
116
1
International Strategy Options
117
1
Globalization of the Company Mission
118
4
Components of the Company Mission Revisited
120
1
Product or Service, Market, and Technology
120
1
Company Goals: Survival, Growth, and Profitability
121
1
Company Philosophy
121
1
Self-Concept
122
1
Public Image
122
1
Competitive Strategies for U.S. Firms in Foreign Markets
122
4
Niche Market Exporting
123
1
Licensing/Contract Manufacturing
123
1
Joint Ventures
124
1
Foreign Branching
125
1
Foreign Subsidiaries
125
1
Summary
126
3
Appendix: Components of the Multinational Environment
129
2
Cohesion Case: The Global Environment and The Coca-Cola Company
131
5
5 Environmental Forecasting
136
32
Importance of Forecasting
137
1
Select Critical Environmental Variables
137
4
Who Selects the Key Variables?
140
1
What Variables Should Be Selected?
141
1
Select Sources of Significant Environmental Information
141
1
Evaluate Forecasting Techniques
141
10
Techniques Available
143
8
Integrate Forecast Results into the Strategic Management Process
151
2
Monitor the Critical Aspects of Managing Forecasts
153
2
Summary
155
3
Appendix 5-A: Sources for Environmental Forecasts
158
4
Appendix 5-B: Strategic Planning Forecasting Tools and Techniques
162
2
Cohesion Case: Forecasting and The Coca-Cola Company
164
4
6 Internal Analysis
168
42
Traditional Approaches to Internal Analysis
169
12
SWOT Analysis
170
3
The Functional Approach
173
3
Value Chain Analysis
176
5
Internal Analysis: Making Meaningful Comparisons
181
8
Comparison with Past Performance
181
1
Stage of Industry Evolution
181
4
Benchmarking--Comparison with Competitors
185
3
Comparison with Success Factors in the Industry
188
1
Summary
189
2
Appendix: Using Financial Analysis
191
12
Cohesion Case: Internal Analysis at The Coca-Cola Company
203
7
7 Formulating Long-Term Objectives and Grand Strategies
210
37
Long-Term Objectives
211
5
Qualities of Long-Term Objectives
214
2
Generic Strategies
216
1
Grand Strategies
217
18
Concentrated Growth
218
4
Market Development
222
3
Product Development
225
1
Innovation
226
1
Horizontal Integration
227
1
Vertical Integration
228
1
Concentric Diversification
229
1
Conglomerate Diversification
230
1
Turnaround
231
3
Divestiture
234
1
Liquidation
235
1
Corporate Combinations
235
5
Joint Ventures
236
1
Strategic Alliances
237
2
Consortia, Keiretsus, and Chaebols
239
1
Selection of Long-Term Objectives and Grand Strategy Sets
240
1
Sequence of Objectives and Strategy Selection
241
1
Summary
241
3
Cohesion Case: Formulating Long-Term Objective and Grand Strategies at The Coca-Cola Company
244
3
8 Strategic Analysis and Choice in Single- or Dominant-Product Businesses: Building Sustainable Competitive Advantages
247
29
Evaluating and Choosing Business Strategies: Seeking Sustained Competitive Advantage
248
11
Evaluating Cost Leadership Opportunities
249
2
Evaluating Differentiation Opportunities
251
3
Evaluating Speed as a Competitive Advantage
254
3
Evaluating Market Focus as a Way to Competitive Advantage
257
2
Selected Industry Environments and Business Strategy Choices
259
5
Competitive Advantage in Emerging Industries
259
1
Competitive Advantage in the Transition to Industry Maturity
260
2
Competitive Advantage in Mature and Declining Industries
262
1
Competitive Advantage in Fragmented Industries
262
1
Competitive Advantage in Global Industries
263
1
Dominant-Product/Service Business: Evaluating and Choosing to Diversify to Build Value
264
7
Grand Strategy Selection Matrix
265
2
Model of Grand Strategy Selection Clusters
267
3
Opportunities for Building Value as a Basis for Choosing Diversification or Integration
270
1
Summary
271
2
Cohesion Case: Building Sustainable Competitive Advantages at Coca-Cola
273
3
9 Strategic Analysis and Choice in the Multibusiness Company: Rationalizing Diversification and Building Shareholder Value
276
25
Rationalizing Diversification and Integration
277
15
Are Opportunities for Sharing Infrastructure and Capabilities Forthcoming?
278
3
Are We Capitalizing on Our Core Competencies?
281
1
Does the Company's Business Portfolio Balance Financial Resources?
282
9
Does Our Business Portfolio Achieve Appropriate Levels of Risk and Growth?
291
1
Behavioral Considerations Affecting Strategic Choice
292
3
Role of the Current Strategy
292
1
Degree of the Firm's External Dependence
292
1
Attitudes toward Risk
293
1
Internal Political Considerations
293
1
Timing
294
1
Competitive Reaction
294
1
Summary
295
2
Cohesion Case: Building Stockholder Value as a Multibusiness Company at Coca-Cola
297
4
III STRATEGY/IMPLEMENTATION
301
108
10 Implementing Strategy through Action Plans, Functional Tactics, and Employee Empowerment
303
35
Action Plans and Short-Term Objectives
304
5
Qualities of Effective Short-Term Objectives
306
2
The Value-Added Benefits of Action Plans and Short-Term Objectives
308
1
Functional Tactics that Implement Business Strategies
309
11
Differences between Business Strategies and Functional Tactics
310
1
Functional Tactics in Production/Operations
311
2
Functional Tactics in Marketing
313
2
Functional Tactics in Accounting and Finance
315
1
Functional Tactics in Research and Development
316
2
Functional Tactics in Human Resource Management (HRM)
318
2
Empowering Operating Personnel: The Role of Policies
320
5
Creating Policies that Empower
322
3
Summary
325
3
Cohesion Case: Implementing Strategy through the Business Functions at Coca-Cola
328
10
11 Implementing Strategy through Restructuring and Reengineering the Company's Structure, Leadership, Culture, and Rewards
338
41
Structuring an Effective Organization
339
13
Primary Organizational Structures and Their Strategy-Related Pros and Cons
340
6
Guidelines to Match Structure to Strategy
346
6
Organizational Leadership
352
4
Strategic Leadership: Embracing Change
353
2
Assignment of Key Managers
355
1
Organizational Culture
356
5
Managing the Strategy-Culture Relationship
358
3
Reward Systems: Motivating Strategy Execution
361
5
Guidelines for Structuring Effective Reward Systems
362
4
Summary
366
4
Cohesion Case: Implementing Strategy by Restructuring and Reengineering Coca-Cola's Organizational Structure, Leadership, Culture, and Rewards
370
9
12 Strategic Control and Continuous Improvement
379
30
Establishing Strategic Controls
380
8
Premise Control
381
2
Implementation Control
383
3
Strategic Surveillance
386
1
Special Alert Control
387
1
Operational Control Systems
388
2
Budgets
389
1
Scheduling
389
1
Key Success Factors
390
1
Using Operational Control Systems: Monitoring Performance and Evaluating Deviations
390
3
The Quality Imperative: Continuous Improvement to Build Customer Value
393
4
Summary
397
3
Cohesion Case: Strategic Control and Continuous Improvement at Coca-Cola
400
9
Index
409