18248cam a2200397 i 4500 a15709666 SIRSI 20260824111716.0 131105t20152015njua 000 0 eng 2013041984 9781292016894 1292016892 DLC eng rda DLC BTCTA YDXCP OCLCO OCLCF OCLCQ NhCcYME UtOrBLW 658.4012 23 D.F.S David, Fred R., author. 819 Strategic management : concepts and cases : a competitive advantage approach / Fred R. David, Francis Marion University, Florence, South Carolina, Forest R. David, Strategic Planning Consultant. Fifteenth edition. Boston : Pearson, [2015] ©2015 682 pages : color illustrations ; 29 cm text txt rdacontent unmediated n rdamedia volume nc rdacarrier Machine generated contents note: pt. 1 Overview of Strategic Management -- ch. 1 The Nature of Strategic Management -- FIVE GUYS ENTERPRISES: EXCELLENT STRATEGIC MANAGEMENT SHOWCASED -- What Is Strategic Management? -- Defining Strategic Management -- Stages of Strategic Management -- Integrating Intuition and Analysis -- Adapting to Change -- Key Terms in Strategic Management -- Competitive Advantage -- Strategists -- Vision and Mission Statements -- External Opportunities and Threats -- Internal Strengths and Weaknesses -- Long-Term Objectives -- Strategies -- Annual Objectives -- Policies -- The Strategic-Management Model -- Benefits of Strategic Management -- Financial Benefits -- Nonfinancial Benefits -- Why Some Firms Do No Strategic Planning -- Pitfalls in Strategic Planning -- Guidelines for Effective Strategic Management -- Comparing Business and Military Strategy -- Special Note to Students -- The Cohesion Case: Pepsico, Inc.---2014 -- Assurance Of Learning Exercises -- Assurance of Learning Exercise 1A Compare Business Strategy with Military Strategy -- Assurance of Learning Exercise 1B Gather Strategy Information for PepsiCo -- Assurance of Learning Exercise 1C Update the PepsiCo Cohesion Case -- Assurance of Learning Exercise 1D Strategic Planning for Your University -- Assurance of Learning Exercise 1E Strategic Planning at a Local Company -- Assurance of Learning Exercise 1F Get Familiar with the Strategy Club Website -- Assurance of Learning Exercise 1G Get Familiar with the Case MyLab -- pt. 2 Strategy Formulation -- ch. 2 The Business Vision and Mission -- J. Crew Group, Inc.: Excellent Strategic Management Showcased -- What Do We Want to Become? -- What Is Our Business? -- Vision versus Mission -- Vision Statement Analysis -- The Process of Developing Vision and Mission Statements -- Importance (Benefits) of Vision and Mission Statements -- A Resolution of Divergent Views -- Characteristics of a Mission Statement -- A Declaration of Attitude -- A Customer Orientation -- Mission Statement Components -- Writing and Evaluating Mission Statements -- Special Note to Students -- Assurance Of Learning Exercises -- Assurance of Learning Exercise 2A Develop an Improved Mission Statement for J. Crew -- Assurance of Learning Exercise 2B Evaluate Mission Statements -- Assurance of Learning Exercise 2C Write a Vision and Mission Statement for PepsiCo -- Assurance of Learning Exercise 2D Compare Your College or University's Vision Statement to a Leading Rival University -- Assurance of Learning Exercise 2E Conduct Mission Statement Research -- Assurance of Learning Exercise 2F Evaluate a Mission Proposal for Delta Airlines -- ch. 3 The External Assessment -- The Nature of an External Audit -- Petsmart, Inc.: Excellent Strategic Management Showcased -- Key External Forces -- The Process of Performing an External Audit -- The Industrial Organization (I/O) View -- Economic Forces -- Social, Cultural, Demographic, and Natural Environment Forces -- Political, Governmental, and Legal Forces -- Labor Unions -- Technological Forces -- Competitive Forces -- Competitive Intelligence Programs -- Market Commonality and Resource Similarity -- Competitive Analysis: Porter's Five-Forces Model -- Rivalry Among Competing Firms -- Potential Entry of New Competitors -- Potential Development of Substitute Products -- Bargaining Power of Suppliers -- Bargaining Power of Consumers -- Sources of External Information -- Forecasting Tools and Techniques -- Making Assumptions -- Industry Analysis: The External Factor Evaluation Matrix -- The Competitive Profile Matrix -- Special Note To Students -- Assurance Of Learning Exercises -- Assurance of Learning Exercise 3A Competitive Intelligence (CI) Certification -- Assurance of Learning Exercise 3B Develop Divisional PepsiCo EFE Matrices -- Assurance of Learning Exercise 3C Develop an EFE Matrix for PepsiCo -- Assurance of Learning Exercise 3D Perform an External Assessment -- Assurance of Learning Exercise 3E Develop an EFE Matrix for Your University -- Assurance of Learning Exercise 3F Comparing PetSmart With PETCO Animal Supplies -- Assurance of Learning Exercise 3G Develop a Competitive Profile Matrix for PepsiCo -- Assurance of Learning Exercise 3H Develop a Competitive Profile Matrix for Your University -- ch. 4 The Internal Assessment -- The Nature of an Internal Audit -- Priceline.Com, Inc.: Excellent Strategic Management Showcased -- Key Internal Forces -- The Process of Performing an Internal Audit -- The Resource-Based View -- Integrating Strategy and Culture -- Management -- Planning -- Organizing -- Motivating -- Staffing -- Controlling -- Management Audit Checklist of Questions -- Marketing -- Customer Analysis -- Selling Products and Services -- Product and Service Planning -- Pricing -- Distribution -- Marketing Research -- Cost/Benefit Analysis -- Marketing Audit Checklist of Questions -- Finance and Accounting -- Finance and Accounting Functions -- Basic Types of Financial Ratios -- Breakeven Analysis -- Finance and Accounting Audit Checklist -- Production and Operations -- Production and Operations Audit Checklist -- Research and Development -- Internal and External Research and Development -- Research and Development Audit -- Management Information Systems -- Management Information Systems Audit -- Value Chain Analysis -- Benchmarking -- The Internal Factor Evaluation Matrix -- Special Note to Students -- Assurance Of Learning Exercises -- Assurance of Learning Exercise 4A Apply Breakeven Analysis -- Assurance of Learning Exercise 4B Comparing Priceline.com with Expedia.com -- Assurance of Learning Exercise 4C Perform a Financial Ratio Analysis for PepsiCo -- Assurance of Learning Exercise 4D Construct an IFE Matrix for PepsiCo -- Assurance of Learning Exercise 4E Construct an IFE Matrix for Your University -- ch. 5 Strategies in Action -- Long-Term Objectives -- The Nature of Long-Term Objectives -- Barilla Spa: Excellent Strategic Management Showcased -- Financial versus Strategic Objectives -- Not Managing by Objectives -- Types of Strategies -- Levels of Strategies -- Integration Strategies -- Forward Integration -- Backward Integration -- Horizontal Integration -- Intensive Strategies -- Market Penetration -- Market Development -- Product Development -- Diversification Strategies -- Related Diversification -- Unrelated Diversification -- Defensive Strategies -- Retrenchment -- Divestiture -- Liquidation -- Michael Porter's Five Generic Strategies -- Cost Leadership Strategies (Type 1 and Type 2) -- Differentiation Strategies (Type 3) -- Focus Strategies (Type 4 and Type 5) -- Strategies for Competing in Turbulent, High-Velocity Markets -- Means for Achieving Strategies -- Cooperation Among Competitors -- Joint Venture and Partnering -- Merger/Acquisition -- Private-Equity Acquisitions -- First Mover Advantages -- Outsourcing and Reshoring -- Strategic Management in Nonprofit and Governmental Organizations -- Educational Institutions -- Medical Organizations -- Governmental Agencies and DePartments -- Strategic Management in Small Firms -- Special Note to Students -- Assurance Of Learning Exercises -- Assurance of Learning Exercise 5A Develop Hypothetical PepsiCo Strategies -- Assurance of Learning Exercise 5B Barilla's Actual Strategies -- Assurance of Learning Exercise 5C What Strategies Should PepsiCo Pursue in 2014? -- Assurance of Learning Exercise 5D Examine Strategy Articles -- Assurance of Learning Exercise 5E Classify Some Year 2013 Strategies -- Assurance of Learning Exercise 5F How Risky Are Various Alternative Strategies? -- Assurance of Learning Exercise 5G Develop Alternative Strategies for Your University -- Assurance of Learning Exercise 5H Lessons in Doing Business Globally -- ch. 6 Strategy Analysis and Choice -- The Nature of Strategy Analysis and Choice -- The Process of Generating and Selecting Strategies -- General Electric (Ge) Company: Excellent Strategic Management Showcased -- A Comprehensive Strategy-Formulation Analytical Framework -- The Input Stage -- The Matching Stage -- The SWOT Matrix -- The Strategic Position and Action Evaluation (SPACE) Matrix -- The Boston Consulting Group (BCG) Matrix -- The Internal-External (IE) Matrix -- The Grand Strategy Matrix -- The Decision Stage -- The Quantitative Strategic Planning Matrix (QSPM) -- Positive Features and Limitations of the QSPM -- Cultural Aspects of Strategy Choice -- The Politics of Strategy Choice -- Governance Issues -- Special Note to Students -- Assurance Of Learning Exercises -- Assurance of Learning Exercise 6A Perform a SWOT Analysis for PepsiCo -- Assurance of Learning Exercise 6B Develop a SWOT Matrix for GE Capital -- Assurance of Learning Exercise 6C Develop a SPACE Matrix for PepsiCo -- Assurance of Learning Exercise 6D Develop a BCG Matrix for PepsiCo -- Assurance of Learning Exercise 6E Develop a QSPM for PepsiCo -- Assurance of Learning Exercise 6F Formulate Individual Strategies -- Assurance of Learning Exercise 6G The Mach Test -- Assurance of Learning Exercise 6H Develop a BCG Matrix for Your University -- Assurance of Learning Exercise 6I The Role of Boards of Directors -- Assurance of Learning Exercise 6J Locate Companies in a Grand Strategy Matrix -- pt. 3 Strategy Implementation -- ch. 7 Implementing Strategies: Management and Operations Issues -- The Nature of Strategy Implementation -- The Tjx Companies, Inc.: Excellent Strategic Management Showcased -- Management Perspectives -- Annual Objectives -- Policies -- Resource Allocation -- Managing Conflict -- Matching Structure with Strategy -- The Functional Structure -- The Divisional Structure -- The Strategic Business Unit (SBU) Structure -- The Matrix Structure -- Some Do's and Don'ts in Developing Organizational Charts -- Restructuring -- Restructuring -- Linking Performance and Pay to Strategies -- Managing Resistance to Change -- Creating a Strategy-Supportive Culture -- Contents note continued: Production and Operations Concerns When Implementing Strategies -- Human Resource Concerns When Implementing Strategies -- Employee Stock Ownership Plans (ESOPs) -- Balancing Work Life and Home Life -- Benefits of a Diverse Workforce -- Corporate Wellness Programs -- Special Note to Students -- Assurance Of Learning Exercises -- Assurance of Learning Exercise 7A Critique Corporate Organizational Charts -- Assurance of Learning Exercise 7B Draw an Organizational Chart for PepsiCo Using a Free, Online Template -- Assurance of Learning Exercise 7C Do Organizations Really Establish Objectives? -- Assurance of Learning Exercise 7D Understanding Your University's Culture -- ch. 8 Implementing Strategies: Marketing, Finance/Accounting, R&D, and MIS Issues -- The Nature of Strategy Implementation -- Panera Bread Co.: Excellent Strategic Management Showcased -- Current Marketing Issues -- New Principles of Marketing -- Market Segmentation -- Retention-Based Segmentation -- Does the Internet Make Market Segmentation Easier? -- Product Positioning/Perceptual Mapping -- Finance and Accounting Issues -- Acquiring Capital to Implement Strategies -- Projected Financial Statements -- Projected Financial Statement Analysis for Whole Foods Market -- Financial Budgets -- Company Valuation -- Deciding Whether to Go Public -- Research and Development (R&D) Issues -- Management Information Systems (MIS) Issues -- Business Analytics -- Special Note to Students -- Assurance Of Learning Exercises -- Assurance of Learning Exercise 8A Develop Product Positioning Maps for PepsiCo -- Assurance of Learning Exercise 8B Gain Practice Developing Perceptual Maps -- Assurance of Learning Exercise 8C Perform an EPS/EBIT Analysis for PepsiCo -- Assurance of Learning Exercise 8D Prepare Projected Financial Statements for PepsiCo -- Assurance of Learning Exercise 8E Determine the Cash Value of PepsiCo -- Assurance of Learning Exercise 8F Develop a Product-Positioning Map for Your University -- Assurance of Learning Exercise 8G Do Banks Require Projected Financial Statements? -- pt. 4 Strategy Evaluation -- ch. 9 Strategy Review, Evaluation, and Control -- The Nature of Strategy Evaluation -- International Business Machines (Ibm): Excellent Strategic Management Showcased -- The Process of Evaluating Strategies -- A Strategy-Evaluation Framework -- Reviewing Bases of Strategy -- Measuring Organizational Performance -- Taking Corrective Actions -- The Balanced Scorecard -- Published Sources of Strategy-Evaluation Information -- Characteristics of an Effective Evaluation System -- Contingency Planning -- Auditing -- 21st-century Challenges in Strategic Management -- The Art or Science Issue -- The Visible or Hidden Issue -- The Top-Down or Bottom-Up Approach -- Special Note to Students -- Assurance Of Learning Exercises -- Assurance of Learning Exercise 9A Examine 100 Balanced Scorecards -- Assurance of Learning Exercise 9B Prepare a Strategy-Evaluation Report for PepsiCo -- Assurance of Learning Exercise 9C Evaluate Your University's Strategies -- pt. 5 Key Strategic-Management Topics -- ch. 10 Business Ethics, Social Responsibility, and Environmental Sustainability -- Business Ethics -- Apple Inc.: Excellent Strategic Management Showcased -- Code of Business Ethics -- An Ethics Culture -- Whistle-Blowing -- Bribes -- Workplace Romance -- Social Responsibility -- Social Policy -- Social Policies on Retirement -- Environmental Sustainability -- What Is a Sustainability Report? -- Lack of Standards Changing -- Managing Environmental Affairs in the Firm -- ISO 14000/14001 Certification -- Wildlife -- Solar Power -- Special Note to Students -- Assurance Of Learning Exercises -- Assurance of Learning Exercise 10A How Does Your Municipality Compare to Others on Being Pollution-Safe? -- Assurance of Learning Exercise 10B Evaluate PepsiCo's Global Code of Conduct -- Assurance of Learning Exercise 10C Compare and Evaluate Sustainability Reports -- Assurance of Learning Exercise 10D The Ethics of Spying on Competitors -- Assurance of Learning Exercise 10E Who Prepares a Sustainability Report? -- ch. 11 Global and International Issues -- Domino'S Pizza: Excellent Strategic Management Showcased -- Multinational Organizations -- Advantages and Disadvantages of International Operations -- The Global Challenge -- Globalization -- Corporate Tax Rates Globally -- United States versus Foreign Business Cultures -- Communication Differences Across Countries -- Business Culture Across Countries -- Mexico---Business Culture -- Japan---Business Culture -- Brazil---Business Culture -- Germany---Business Culture -- Egypt---Business Culture -- China---Business Culture -- India---Business Culture -- Nigeria---Business Culture -- Business Climate Across Countries/Continents -- Union Membership Across Europe -- African Countries -- China -- Philippines -- Taiwan -- India -- Germany -- Mexico -- Special Note to Students -- Assurance Of Learning Exercises -- Assurance of Learning Exercise 11A Compare Business Cultures Across Countries -- Assurance of Learning Exercise 11B Staples Wants to Enter Africa to Help Them -- Assurance of Learning Exercise 11C Does Your University Recruit in Foreign Countries? -- Assurance of Learning Exercise 11D Assess Differences in Culture Across Countries -- Assurance of Learning Exercise 11E How Well Traveled Are Business Students at Your University? -- pt. 6 Strategic-Management Case Analysis -- How to Prepare and Present a Case Analysis -- What Is a Strategic-Management Case? -- Guidelines for Preparing Case Analyses -- The Need for Practicality -- The Need for Justification -- The Need for Realism -- The Need for Specificity -- The Need for Originality -- The Need to Contribute -- Preparing a Case for Class Discussion -- The Case Method versus Lecture Approach -- The Cross-Examination -- Preparing a Written Case Analysis -- The Executive Summary -- The Comprehensive Written Analysis -- Steps in Preparing a Comprehensive Written Analysis -- Making an Oral Presentation -- Organizing the Presentation -- Controlling Your Voice -- Managing Body Language -- Speaking from Notes -- Constructing Visual Aids -- Answering Questions -- Tips for Success in Case Analysis -- Content Tips -- Process Tips -- Sample Case Analysis Outline -- Steps In Presenting An Oral Case Analysis -- Oral Presentation---Step 1 Introduction (2 minutes) -- Oral Presentation---Step 2 Mission and Vision (4 minutes) -- Oral Presentation---Step 3 Internal Assessment (8 minutes) -- Oral Presentation---Step 4 External Assessment (8 minutes) -- Oral Presentation---Step 5 Strategy Formulation (14 minutes) -- Oral Presentation---Step 6 Strategy Implementation (8 minutes) -- Oral Presentation---Step 7 Strategy Evaluation (2 minutes) -- Oral Presentation---Step 8 Conclusion (4 minutes). Strategic planning. Strategic planning Case studies. 822 Strategic planning. fast (OCoLC)fst01134371 Competitive advantage. 989 Business strategy. 990 Strategic planning Evaluation. 991 Case studies. fast (OCoLC)fst01423765 992 David, Forest R., author. 993 ddc BK 0 GIFT Others 2026-08-24 231 231