Efnisyfirlit

• Half Title
• Title Page
• Copyright
• Brief Contents
• Contents
• Cases
• Preface
• Acknowledgments
• About the Authors
• Part 1: Overview of Strategic Management
  • Chapter 1. The Nature of Strategic Management
    • What Is Strategic Management?
      • Exemplary Strategist Showcased: Coach Vince Lombardi
      • Strategic Planning
      • The Strategic-Management Model
      • Ethics Capsule 1: What Ethics Variable Is Most Important in Doing Business?
    • Stages of Strategic Management
    • Integrating Analysis and Intuition
      • Adapting to Change
      • Global Capsule 1: Mobike: Global Bike Renting Takes off Like a Jet Plane
    • Key Terms in Strategic Management
      • Competitive Advantage
      • Strategists
      • Vision and Mission Statements
      • External Opportunities and Threats
      • Internal Strengths and Weaknesses
      • Long-Term Objectives
      • Strategies
      • SWOT Analysis
      • Annual Objectives
      • Policies
    • Benefits of Engaging in Strategic Management
      • Financial Benefits
      • Nonfinancial Benefits
    • Why Some Firms Do No Strategic Planning
    • Pitfalls in Strategic Planning
    • Comparing Business and Military Strategies
    • Developing Employability Skills
      • Implications For Strategists
      • Implications For Students
    • Chapter Summary
      • Key Terms and Concepts
      • Issues for Review and Discussion
      • Mini-Case on Tesla, Inc. (TSLA): What American Company Does The Best Job of Strategic Planning, and
      • Web Resources
      • Current Readings
      • Endnotes
      • The Cohesion Case: Coca-Cola Company, 2018
      • Assurance-of-Learning Exercises
      • Set 1: Strategic Planning for Coca-Cola
      • Exercise 1A: Gather Strategy Information for Coca-Cola Company
      • Exercise 1B: Enter Coca-Cola Vitals into the Strategic Planning Template
      • Set 2: Strategic Planning for My University
      • Exercise 1C: Perform SWOT Analysis for My University
      • Set 3: Strategic Planning to Enhance My Employability
      • Exercise 1D: Perform SWOT Analysis on Myself
      • Set 4: Individual versus Group Strategic Planning
      • Exercise 1E: How Detrimental Are Various Pitfalls in Strategic Planning?
• Part 2: Strategy Formulation
  • Chapter 2. Business Vision and Mission
    • Core Values Statements: What Is Our Foundation?
      • Exemplary Strategist Showcased: Frederick W. Smith, Founder and CEO of FedEx Corporation
      • Global Capsule 2: Linkedin: Clear Core Values, Vision, and Mission Lead to Global Prominence
    • Vision Statements: What Do We Want to Become?
    • Characteristics of a Vision Statement
      • Vision Statement Analysis
    • Mission Statements: What Is Our Business?
    • Characteristics of a Mission Statement
    • Components of a Mission Statement
      • Ethics Capsule 2: Facebook: Changing Our Mission to Enhance Our Ethics and Integrity
    • The Importance (Benefits) of Vision and Mission Statements
      • The Process of Developing Vision and Mission Statements
    • Evaluating and Writing Mission Statements
      • Implications For Strategists
      • Implications For Students
    • Chapter Summary
      • Key Terms and Concepts
      • Issues for Review and Discussion
      • Assurance-of-Learning Exercises
      • Set 1: Strategic Planning for Coca-Cola
      • Exercise 2A: Develop an Improved Coca-Cola Vision Statement
      • Exercise 2B: Develop an Improved Coca-Cola Mission Statement
      • Exercise 2C: Compare Coca-Cola’s Mission Statement to a Rival Firm’s
      • Set 2: Strategic Planning for My University
      • Exercise 2D: Compare Your University’s Vision and Mission Statements to Those of a Rival Instituti
      • Set 3: Strategic Planning for Myself
      • Exercise 2E: Develop a Vision and Mission Statement for Yourself
      • Set 4: Individual versus Group Strategic Planning
      • Exercise 2F: What Is the Relative Importance of Each of the Nine Components of a Mission Statement?
      • Mini-Case On Ford Motor Company (F): Evaluate Ford's Vision for the Future and Mission for the Prese
      • Web Resources
      • Current Readings
      • Endnotes
  • Chapter 3. The External Assessment
    • Exemplary Strategist Showcased: Ben Silbermann, CEO and Cofounder of Pinterest
    • The External Assessment Phase of Strategy Formulation
      • Key External Forces
      • The Actionable-Quantitative-Comparative-Divisional (AQCD) Test
    • 10 External Forces that Impact Organizations
      • Economic Force
      • Social, Cultural, Demographic, and Environment (SCDE) Force
      • Political, Governmental, and Legal Forces
      • Ethics Capsule 3: Preserve Alaska Wildlife or Boost Alaska Economy?
      • Technological Forces
      • Competitive Forces
      • Global Capsule 3: What Company Is Growing Fastest Globally?
    • 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
    • Key Sources of Information for an External Audit
    • Forecasting and Making Assumptions
      • Making Assumptions
    • The External Factor Evaluation Matrix
      • Steps to Develop an EFE Matrix
      • Step 1: Develop a Full and Narrow List of Key External Factors
      • Step 2: Assign Weights to Key External Factors
      • Step 3: Assign Ratings to Key External Factors
      • Step 4: Obtain Weighted Scores
      • Step 5: Obtain Total Weighted Score
      • An Example EFE Matrix
    • The Competitive Profile Matrix
      • Implications For Strategists
      • Implications For Students
    • Chapter Summary
      • Key Terms and Concepts
      • Issues for Review and Discussion
      • Assurance-of-Learning Exercises
      • Set 1: Strategic Planning for Coca-Cola
      • Exercise 3A: Develop an EFE Matrix for Coca-Cola
      • Exercise 3B: Develop a Competitive Profile Matrix for Coca-Cola
      • Set 2: Strategic Planning for My University
      • Exercise 3C: Develop an EFE Matrix for Your College or University
      • Exercise 3D: Develop a Competitive Profile Matrix for Your College or University
      • Set 3: Strategic Planning to Enhance My Employability
      • Exercise 3E: How Competitive Is Your State among All States for Finding a Job?
      • Exercise 3F: Compare and Contrast CareerBuilder, Glassdoor, Monster Jobs, and ZipRecruiter
      • Exercise 3G: A Template Competency Test
      • Set 4: Individual versus Group Strategic Planning
      • Exercise 3H: What External Forces Are Most Important in Strategic Planning?
      • Mini-Case On Sam’s Club: Sam’s Club Is Booming In China
      • Web Resources
      • Current Readings
      • Endnotes
  • Chapter 4. The Internal Assessment
    • The Internal Assessment Phase of Strategy Formulation
      • Exemplary Strategist Showcased: Elon Musk, CEO and Cofounder of Tesla, Inc. and Space Exploration Te
      • Resource-Based View
      • Key Internal Forces
      • Ethics Capsule 4: The Sagebrush Lizard Versus the Big Oil Man
    • Management
      • Planning
      • Organizing
      • Motivating
      • Controlling
      • Integrating Strategy and Culture
      • Management Audit Checklist of Questions
    • Marketing
      • Marketing Research and Target Market Analysis
      • Product Planning
      • Pricing
      • Promotion
      • Global Capsule 4: Bitcoin: The New Global Currency
      • Channels of Distribution
      • Marketing Audit Checklist of Questions
    • Finance and Accounting
      • Finance and Accounting
      • Financial Ratios
      • Finance and Accounting Audit Checklist
    • Management Information Systems
      • Business Analytics
    • The Internal Factor Evaluation (IFE) Matrix
      • The Actionable-Quantitative-Comparative-Divisional (AQCD) Test
      • Steps in Developing an IFE Matrix
      • Step 1: Develop a Full and Narrow List of Key Internal Factors
      • Step 2: Assign Weights to Key Internal Factors
      • Step 3: Assign Ratings to Key Internal Factors
      • Step 4: Obtain Weighted Scores
      • Step 5: Obtain Total Weighted Score
      • An Example IFE Matrix
      • Implications For Strategists
      • Implications For Students
    • Chapter Summary
      • Key Terms and Concepts
      • Issues for Review and Discussion
      • Assurance-of-Learning Exercises
      • Set 1: Strategic Planning for Coca-Cola
      • Exercise 4A: Perform a Financial Ratio Analysis for Coca-Cola
      • Exercise 4B: Construct an IFE Matrix for Coca-Cola
      • Set 2: Strategic Planning for My University
      • Exercise 4C: Construct an IFE Matrix for Your College or University
      • Set 3: Strategic Planning for Myself
      • Exercise 4D: Construct an IFE Matrix for Yourself
      • Set 4: Individual versus Group Strategic Planning
      • Exercise 4E: What Internal Functional Areas Are Most Important to Examine in Strategic Planning?
      • Mini-Case On Procter & Gamble (P&G) Company: What Company is Best Managed in the United States?
      • Web Resources
      • Current Readings
      • Endnotes
  • Chapter 5. Strategies in Action
    • Long-Term Objectives
      • Characteristics and Benefits of Objectives
      • Exemplary Strategist Showcased: Tim Cook, CEO of Apple, Inc.
      • Financial versus Strategic Objectives
      • Avoid Managing by Crisis, Hope, Extrapolation, and Mystery (CHEM)
    • Types of Strategies
      • Levels of Strategies
    • Integration Strategies
      • Forward Integration
      • Backward Integration
      • Horizontal Integration
    • Intensive Strategies
      • Market Penetration
      • Market Development
      • Global Capsule 5: How Can a Firm Determine Where to Initiate New Business? Use Gross Domestic Produc
      • Product Development
    • Diversification Strategies
      • Related Diversification
      • Unrelated Diversification
    • Defensive Strategies
      • Retrenchment
      • Divestiture
      • Liquidation
    • Value Chain Analysis and Benchmarking
      • Benchmarking
    • Michael Porter’s Two Generic Strategies
      • Cost Leadership
      • Differentiation
    • Means for Achieving Strategies
      • BUILD from Within to Grow
      • BORROW from Others to Grow
      • BUY Others to Grow
      • Ethics Capsule 5: Are CEOs Less Ethical Today Than in the Past?
    • First-Mover Advantages
    • Strategic Management in Nonprofit and Small Firms
      • Educational Institutions
      • Governmental Agencies and Departments
      • Small Firms
      • Implications For Strategists
      • Implications For Students
    • Chapter Summary
      • Key Terms and Concepts
      • Issues for Review and Discussion
      • Assurance-of-Learning Exercises
      • Set 1: Strategic Planning for Coca-Cola
      • Exercise 5A: Develop Hypothetical Coca-Cola Company Strategies
      • Exercise 5B: Should Coca-Cola Build, Borrow, or Buy in 2020–2021?
      • Set 2: Strategic Planning for My University
      • Exercise 5C: Develop Alternative Strategies for Your University
      • Set 3: Strategic Planning for Myself
      • Exercise 5D: The Key to Personal Strategic Planning: Simultaneously Build and Borrow
      • Set 4: Individual Versus Group Strategic Planning
      • Exercise 5E: What Is the Best Mix of Strategies for Coca-Cola Company?
      • Mini-Case on Facebook (FB): Should Facebook Acquire, Cooperate, or Just Stay Fierce Rivals With Link
      • Web Resources
      • Current Readings
      • Endnotes
  • Chapter 6. Strategy Analysis and Choice
    • Strategy Analysis and Choice
      • Exemplary Strategist Showcased: David Green, CEO of Hobby Lobby
      • The Process of Generating and Selecting Strategies
    • The Strategy-Formulation Analytical Framework
      • Stage 1: The Input Stage
      • Stage 2: The Matching Stage
      • Stage 3: The Decision Stage
    • The SWOT Matrix
      • Ethics Capsule 6: As We Strategize We Must Not Jeopardize Animal Welfare
    • The Strategic Position and Action Evaluation (SPACE) Matrix
      • Steps in Performing SPACE Analysis
      • SPACE Matrix Quadrants
      • SPACE Matrix
    • The Boston Consulting Group (BCG) Matrix
    • The Internal-External (IE) Matrix
    • The Grand Strategy Matrix
    • The Decision Stage: The QSPM
      • Positive Features and Limitations of the QSPM
    • How to Estimate Costs Associated with Recommendations
      • Global Capsule 6: India’S Economy Is Booming
    • Cultural Aspects of Strategy Analysis and Choice
    • The Politics of Strategy Analysis and Choice
      • Implications For Strategists
      • Implications For Students
    • Chapter Summary
      • Key Terms and Concepts
      • Issues for Review and Discussion
      • Assurance-of-Learning Exercises
      • Set 1: Strategic Planning for Coca-Cola
      • Exercise 6A: Perform a SWOT Analysis for Coca-Cola
      • Exercise 6B: Develop a SPACE Matrix for Coca-Cola
      • Exercise 6C: Develop a BCG Matrix for Coca-Cola
      • Exercise 6D: Develop a QSPM for Coca-Cola
      • Set 2: Strategic Planning for My University
      • Exercise 6E: Develop a BCG Matrix for My University
      • Set 3: Strategic Planning to Enhance My Employability
      • Exercise 6F: Perform QSPM Analysis on Myself
      • Exercise 6G: A Template Competency Test
      • Set 4: Individual versus Group Strategic Planning
      • Exercise 6H: How Severe Are Various Subjective Threats in Strategic Planning?
      • Mini-Case on the Boston Consulting Group: What American Firm Helps the Most Companies do Strategic P
      • Web Resources
      • Current Readings
      • Endnotes
• Part 3: Strategy Implementation
  • Chapter 7. Implementing Strategies: Management and Marketing Issues
    • Exemplary Strategist Showcased: Indra Nooyi, Former CEO of Pepsico
    • Transitioning from Formulating to Implementing Strategies
    • The Need for Clear Annual Objectives
    • Establish Policies
      • Ethics Capsule 7: Do Firms Need a Policy Against Workplace Phubbing?
    • Allocate Resources and Manage Conflict
      • Allocate Resources
      • Manage Conflict
    • Match Structure with Strategy
    • Types of Organizational Structure
      • The Functional Structure
      • The Divisional Structure
      • The Strategic Business Unit Structure
      • The Matrix Structure
    • Do’s and Don’ts in Developing Organizational Charts
      • How to Depict an Organizational Chart
    • Strategic Production/Operations Issues
      • Restructuring and Reengineering
      • Manage Resistance to Change
      • Decide Where and How to Produce Goods
    • Strategic Human Resource Issues
      • Link Performance and Pay to Strategy
      • Balance Work Life and Home Life
      • Promote Diversity
      • Use Caution in Hiring a Rival’s Employees
      • Create a Strategy-Supportive Culture
      • Use Caution in Monitoring Employees’ Social Media
      • Develop a Corporate Well-Being Program
    • Strategic Marketing Issues
      • Segment and Target Markets Effectively
      • Product Positioning
      • Perceptual Mapping
      • Global Capsule 7: Four Guidelines to Follow in Global Marketing
      • Engage Customers in Social Media
      • Implications For Strategists
      • Implications For Students
    • Chapter Summary
      • Key Terms and Concepts
      • Issues for Review and Discussion
      • Assurance-of-Learning Exercises
      • Set 1: Strategic Planning for Coca-Cola
      • Exercise 7A: Compare and Contrast Coca-Cola’s Marketing Expenses versus Rival Firms
      • Exercise 7B: Diagram an Existing and Proposed Organizational Chart for Coca-Cola
      • Set 2: Strategic Planning for My University
      • Exercise 7C: Develop a Perceptual Map for My University
      • Set 3: Strategic Planning to Enhance My Employability
      • Exercise 7D: Marketing Yourself to Best Achieve Your Career Objectives
      • Set 4: Individual versus Group Strategic Planning
      • Exercise 7E: What Are the Most Important Benefits of Having a Diverse Workforce?
      • Mini-Case 7 on De Beers Group of Companies: De Beers Shifts its Market Segmentation Strategy
      • Web Resources
      • Current Readings
      • Endnotes
  • Chapter 8. Implementing Strategies: Finance and Accounting Issues
    • Exemplary Strategist Showcased: Jamie Dimon, CEO Jpmorgan Chase
    • Capital Structure
      • EPS/EBIT Analysis: Steps to Complete
      • EPS/EBIT Analysis: An Example
      • EPS/EBIT Analysis: Limitations
    • Projected Financial Statements
      • The Free Excel Strategic Planning Template at www.strategyclub.com
      • Ethics Capsule 8: Projected Financial Statement Manipulation
      • Global Capsule 8: The Least (and Most) Corrupt Countries in the World for Doing Business
      • Steps to Develop Projected Financial Statements
      • Nonprofit Organizations
      • P&G’s Actual FinancialStatements
      • P&G’s Projected Financial Statements
      • P&G’s Retained Earnings Data Table
    • Corporate Valuation
      • Corporate Valuation Methods
    • Manage Financial Ratios, IPOs, and Bonds
      • Financial Ratio Analyses
      • Go Public with an IPO?
      • Issue Bonds to Raise Capital?
      • Implications For Strategists
      • Implications For Students
    • Chapter Summary
      • Key Terms and Concepts
      • Issues for Review and Discussion
      • Assurance-of-Learning Exercises
      • Set 1: Strategic Planning for Coca-Cola
      • Exercise 8A: Perform an EPS/EBIT Analysis for Coca-Cola
      • Exercise 8B: Prepare Projected Financial Statements for Coca-Cola
      • Exercise 8C: Determine the Cash Value of Coca-Cola
      • Exercise 8D: Prepare Projected Financial Ratios for Coca-Cola
      • Set 2: Strategic Planning for My University
      • Exercise 8E: Determine the Cash Value of My University
      • Set 3: Strategic Planning to Enhance My Employability
      • Exercise 8F: Developing Personal Financial Statements
      • Exercise 8G: A Template Competency Test
      • Set 4: Individual versus Group Strategic Planning
      • Exercise 8H: How Severe Are the Seven Limitations to EPS/EBIT Analysis?
      • Mini-Case On Hasbro, Inc.: Nerf Wants To Take Over Barbie Doll: The Case of Hasbro, Inc.
      • Web Resources
      • Current Readings
• Part 4: Strategy Evaluation and Governance
  • Chapter 9. Strategy Evaluation and Governance
    • The Strategy-Evaluation Process
      • Exemplary Strategist Showcased: Anthony Wood, Founder And CEO of Roku, Inc.
      • Global Capsule 9: What Country’s New Strategy Is Called “Vision 2030”?
    • Three Strategy-Evaluation Activities
      • Reviewing Bases of Strategy
      • Measuring Organizational Performance
      • Taking Corrective Actions
    • The Balanced Scorecard
    • Boards of Directors: Governance Issues
    • Challenges in Strategic Management
      • The Art or Science Issue
      • The Visible or Hidden Issue
      • Ethics Capsule 9: Achieving Exemplary Business Ethics Through Exemplary Transparency
      • Promote Workplace Democracy
      • Contingency Planning
      • Auditing
    • Guidelines for Effective Strategic Management
      • Implications For Strategists
      • Implications For Students
    • Chapter Summary
      • Key Terms and Concepts
      • Issues for Review and Discussion
      • Assurance-of-Learning Exercises
      • Set 1: Strategic Planning for Coca-Cola
      • Exercise 9A: Develop a Balanced Scorecard for Coca-Cola
      • Set 2: Strategic Planning for My University
      • Exercise 9B: Prepare a Strategy Evaluation Report for My University
      • Set 3: Strategic Planning to Enhance My Employability
      • Exercise 9C: A Balanced Scorecard to Evaluate My Professional versus Personal Objectives
      • Set 4: Individual versus Group Strategic Planning
      • Exercise 9D: How Important Are Various Guidelines for Effective Strategic Management?
      • Mini-Case On TJX Companies, Inc. (TJX): Secret Strategic Planning Works Great for TJX
      • Web Resources
      • Current Readings
      • Endnotes
• Part 5: Key Strategic-Management Topics
  • Chapter 10. Business Ethics, Environmental Sustainability, and Corporate Social Responsibility
    • Exemplary Strategist Showcased: Bill Gates, Former CEO and Chairman of Microsoft Corporation
    • Why “Good Ethics Is Good Business”
      • Does It Pay to Be Ethical?
      • How to Establish an Ethics Culture
    • Whistle-Blowing, Bribery, and Workplace Romance
      • Whistle-Blowing
      • Avoid Bribery
      • Workplace Romance
    • Environmental Sustainability
      • Global Capsule 10: India Is Turning Garbage into Cash
      • Sustainability Reports and the Environmental Protection Agency (EPA)
      • International Standardization Organization (ISO) Certification
    • Corporate Social Responsibility (CSR)
      • Ethics Capsule 10: Toms Shoes, Inc.: Shoes Are Magic, Put Shoes on Every Child on the Planet
      • Food Suppliers and Livestock Welfare
      • Wildlife Welfare
      • What Firms Are the Best CSR Stewards?
      • Implications For Strategists
      • Implications For Students
    • Chapter Summary
      • Key Terms and Concepts
      • Issues for Review and Discussion
      • Assurance-of-Learning Exercises
      • Set 1: Strategic Planning for Coca-Cola
      • Exercise 10A: Does Coca-Cola or PepsiCo Win on Sustainability?
      • Set 2: Strategic Planning for My University
      • Exercise 10B: How Does My University Compare to Others on the Use of Green Power?
      • Set 3: Strategic Planning for Myself
      • Exercise 10C: What Is My Business Ethics Quotient?
      • Set 4: Individual versus Group Strategic Planning
      • Exercise 10D: How Potentially Severe Are the Various Reasons Why Workplace Romance Should Be Discour
      • Mini-Case on Chick-Fil-A: What Company has the Most Ethical Business Culture?
      • Web Resources
      • Current Readings
      • Endnotes
  • Chapter 11. Global and International Issues
    • The Nature of Doing Business Globally
      • Exemplary Strategist: Andre Calantzopoulos, CEO of Philip Morris International
      • Multinational Firms
      • Labor Unions
      • Tax Rates
    • Advantages and Disadvantages of Doing Business Globally
    • The Global Challenge
      • Outsourcing and Reshoring
    • U.S. versus Foreign Business Culture
      • Communication Differences across Countries
    • Business Culture across Countries
      • Mexico
      • Ethics Capsule 11: Which Two U.S.-Based Airlines Are Worst on Customer Service?
      • Japan
      • China
      • India
    • Business Climate across Countries
      • The African Continent
      • China
      • Indonesia
      • India
      • Global Capsule 11: China Aims For Superiority in Quantum Computing
      • Mexico
      • Implications For Strategists
      • Implications For Students
    • Chapter Summary
      • Key Terms and Concepts
      • Issues for Review and Discussion
      • Assurance-of-Learning Exercises
      • Set 1: Strategic Planning for Coca-Cola
      • Exercise 11A: Business Culture Variation across Countries: A Report for Coca-Cola Company
      • Exercise 11B: Coca-Cola Wants to Further Penetrate Africa. Can You Help Them?
      • Set 2: Strategic Planning for My University
      • Exercise 11C: Does My University Recruit in Foreign Countries?
      • Set 3: Strategic Planning to Enhance My Employability
      • Exercise 11D: How Well-Traveled Are You Compared to Your Colleagues?
      • Set 4: Individual versus Group Strategic Planning
      • Exercise 11E: How Important Are Various Potential Advantages to Initiating, Continuing, or Expanding
      • Mini-Case on Lynk & Company: You May Drive a Lynk Soon
      • Web Resources
      • Current Readings
      • Endnotes
• Part 6: Strategic-Management Case Analysis
  • How to Prepare and Present a Case Analysis
    • Guidelines for Preparing to Discuss a Case in Class
      • Be Practical
      • Be Thorough
      • Be Realistic
      • Be Specific
      • Be Original
    • Listen and Contribute
    • Developing and Delivering a Written Case Analysis
    • Making an Oral Presentation
      • Controlling Your Voice
      • Managing Body Language
      • Speaking from Slides
      • Answering Questions
      • Presenting a Case Analysis Orally
    • Tips for Success in Case Analysis
      • Assurance-of-Learning Exercise
      • Strategic Planning to Enhance My Employability: How Important Are Various Reasons to Use the Free Ex
• Glossary
• Name Index
  • A
  • B
  • C
  • D
  • E
  • F
  • G
  • H
  • I
  • J
  • K
  • L
  • M
  • N
  • O
  • P
  • Q
  • R
  • S
  • T
  • U
  • V
  • W
  • X
  • Y
  • Z
• Subject Index
  • A
  • B
  • C
  • D
  • E
  • F
  • G
  • H
  • I
  • J
  • L
  • M
  • N
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  • P
  • Q
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