TY  - BOOK
AU  - David,Fred R.
AU  - David,Forest R.
TI  - Strategic management: concepts and cases : a competitive advantage approach 
SN  - 9781292016894
U1  - 658.4012 23
PY  - 2015///]
CY  - Boston
PB  - Pearson
KW  - Strategic planning
KW  - Case studies
KW  - fast
KW  - Competitive advantage.
KW  - Business strategy
KW  - Evaluation
N1  - 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)
ER  -