book

Strategic Management,1/e

by Dr. Jacob Thomas

May 2015

Beginner

848 pages

28h 40m

English

Pearson Education India

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Strategy Show: Mindtree—Right Things the Right Way1.1. Evolution of Strategic Management as a Discipline1.2. Concepts of Strategy and Business Policy1.3. Meaning and Nature of Strategic Management1.4. Importance and Relevance of Strategy1.5. Characteristics of Strategic Management and Strategy Absence1.6. Role of the Strategist-Strategic Management Professionals1.7. Conceptual Framework of Strategic Management1.8. Some Theories Used in Strategic Management1.9. Tools and Techniques in Strategic Management1.10. Forerunners of Strategy in Business ManagementSummaryQuestions for DiscussionExercises for UnderstandingProject for InsightsStrategy Practice: Game Plan of Britannia
Strategy Show: Shemaroo Rises with Technological Changes2.1. Analysing External Business Environment2.2. Levels of Analysis: PESTELD Framework and ETOP Analysis2.3. Environmental Scanning and Appraisal—Strategic Intelligence2.4. Competitive Environmental Analysis: Industry and Competition2.5. Porter’s Five-Forces Model2.6. Competitive Profile Matrix2.7. Strategies for Competing in Globalizing Markets: Impact of Globalization, MNCs2.8. Internet Economy, E-Commerce, and Social Networking Sites2.9. Changing Strategic Situations, Complexity, Turbulence, and Chaos: Institutional Strategy2.10. Industry Driving ForcesSummaryQuestions for DiscussionExercises for UnderstandingProject for InsightsStrategy Practice: ITC: Value from Environmental Stewardship
Strategy Show: TTK: Amassing Resources and Enhancing Value of Prestige3.1. Organizational Appraisal: Firms As Value Creators3.2. Value Chain Analysis and Value Creation3.3. Elements of Value Proposition: Analysing a Company’s Resources and Competitive Position3.4. Dimensions of Value3.5. Value Hierarchy, Value Shop, and Value Network3.6. Assessing Market Value of a Business3.7. Resource-Based View (RBV) of the Firm3.8. Knowledge- and Capability-Based View (KBV)3.9. Concept of Core Competence3.10. Distinctive and Unique Competencies3.11. Dynamic CapabilitiesSummaryQuestions for DiscussionExercises for UnderstandingProject for InsightsStrategy Practice: Mawana Sugars Struggling to Survive

Strategy Show: Mundra Port and SEZ Pvt Ltd—Aiming High and Achieving4.1. Firm and Strategy4.2. Elements of a Firm’s Strategy4.3. Objectives and Functions of a Strategy4.4. Developing Strategic Vision and Strategic Objectives4.5. Levels of Objectives4.6. Organizational Mission and Mission Statements4.7. Stakeholders Expectations, Cooperation, and Ambition4.8. Alignment of a Firm With Community4.9. Elements of a Business Model and Its Relationship with Strategy4.10. Real and Virtual OrganizationsSummaryQuestions for DiscussionExercises for UnderstandingProject for InsightsStrategy Practice: Shriram Transport Finance Company—Adamant about Funding
Strategy Show: GMR–Strategy of Overstretching, Burdening Itself5.1. Organizational Appraisal and Strategic Planning Process5.2. Strategic Planning5.3. Strategic Thinking5.4. Scenario Planning or Building, Strategic Direction5.5. Generic Competitive Strategies5.6. Strategy Levels5.7. First Mover Advantages5.8. Strategic Analysis, Strategic Options, Strategy Choice5.9. Norms of Strategy Making5.10. Offensive Strategies and Defensive Strategies5.11. Benchmarking and Industry Standards5.12. Resource-Led Strategies5.13. Strategic Advantage Analysis5.14. Open StrategySummaryQuestions for DiscussionExercises for UnderstandingProject for InsightsStrategy Practice: Micromax—Strategy Attuned to the Market
Strategy Show: ‘Mahindra—from Rural Roads to Main Roads’6.1. Strategies and Competitive Advantages in Diversified Companies and their Evaluation6.2. Diversification and Integration Strategies6.3. Mergers, Acquisitions, and Takeover Strategies6.4. Strategic Alliances6.5. Joint Venture’s Strategies6.6. International Business Entry Level Strategies6.7. Strategic Sale or Divesting SBU6.8. Political Strategies for Competitive Advantage6.9. Reverse Logistics as Sustainable Competitive Advantage6.10. Outsourcing Strategies: Make vs Buy6.11. Franchising Strategies6.12. Portfolio AnalysisSummaryQuestions for DiscussionExercises for UnderstandingProject for InsightsStrategy Practice: Marico ‘Separates Feminine Part’
Strategy Show: Reliance Industries—Sharpening the Performance Engine7.1. Strategic Management in a Strategic Business Unit7.2. Stability Strategies7.3. Growth—Horizontal and Vertical7.4. Divestment7.5. Human Resource Strategies7.6. Finance and Accounting Strategies7.7. Marketing and Distribution Strategies7.8. Production and Operations Management Strategies and Tactics7.9. R&D Strategy or Innovation Strategy Creating Value Changing Processes7.10. Learning OrganizationSummaryQuestions for DiscussionExercises for UnderstandingProject for InsightsStrategy Practice: Century Plywoods: Technical Connect to Emotional Connect
Strategy Show: Star Jalsha TV Channel Assumes Environmental Leadership8.1. Practices for Sustainability of Businesses and Benefits Thereof8.2. Environmental Risk Management8.3. Environmental Communication8.4. Green Strategy8.5. Greening the Value Chain and Lifecycle Assessment8.6. Environmental Management Systems and Environmental Audit8.7. Entrepreneurship in Green Business8.8. Eco Advantage Strategy and Product Differentiation8.9. Ethical Processes, Environmental Ethics, and Triple Bottom Line Business8.10. Moving from Sustainable Competitive Advantage to Corporate Sustainability Strategy8.11. Green WashingSummaryQuestions for DiscussionExercises for UnderstandingProject for InsightsStrategy Practice: Carbon Clean Solutions
Strategy Show: Parle—Staying Competitive, Staying on Course9.1. Strategy Implementation Phase of the Strategic Management Process9.2. Operationalizing Strategy: Translating Intention to Action9.3. Implementing Strategic Change9.4. Decision Making During Strategy Execution9.5. Structural Implementation9.6. Functional Implementation9.7. Behavioural Implementation: Culture, Power, and Values9.8. Project Implementation: Implementation of Programs in Project Mode9.9. Procedural Implementation9.10. Resource Allocation9.11. Communicating Strategy to Stakeholders9.12. Strategic Initiatives9.13. Strategic Repositioning9.14. Innovation and Entrepreneurship9.15. Business Process Re-engineeringSummaryQuestions for DiscussionExercises for UnderstandingProject for InsightsStrategy Practice: Ferns N Petals—Filling the Gifting Space
Strategy Show: Siemens (India)—Transferring Wealth10.1. What is Governance?10.2. Composition of the Board of Directors10.3. Roles and Responsibilities of Directors in Governance10.4. Agency Problem and Shareholder Value10.5. Ethical Process in CG10.6. Strategic Initiative to Guide Ethical Behaviour10.7. Role of Stakeholders in Shaping Ethics in Business10.8. Corporate Scams and Failure or Strengthening of Governance10.9. Principles of Good GovernanceSummaryQuestions for DiscussionExercises for UnderstandingProject for InsightsStrategy Practice: Walmart India in Crisis Management Mode
Strategy Show: Cafe Coffee Day—Strategic Leadership and Scaling Heights11.1. Understanding Leadership11.2. Strategic Leadership Levels11.3. Strategic Leadership11.4. Operationalizing and Institutionalizing Strategy11.5. Managing Conflicts and Getting Co-operation11.6. Leadership and Culture11.7. Corporate Strategic Leadership Role and Responsibilities11.8. Business- or Division-Level Strategic Leadership Role and Responsibilities11.9. Leadership Challenges of Strategy Implementation11.10. Leading in Times of Great Change, Crisis, and TurmoilSummaryQuestions for DiscussionExercises for UnderstandingProject for InsightsStrategy Practice: Central Parking Services—Strategic Leadership in Action
Strategy Show: Aditya Birla Group—Growing Deeper in Multinational Character12.1. Balanced Scorecard and Other Techniques of Strategy Success12.2. Superior Performance Measures12.3. Monitoring Risks and Assumptions of a Strategy12.4. Establishing Strategic Controls and Operational Control12.5. Disruptive Strategies and Alternate Strategies12.6. Strategic Information Systems12.7. Activity-Based Costing and Management Approach12.8. Organization and Product Lifecycle Assessment12.9. Strategy Audit12.10. Economic Value-Added and Market Value-Added ConceptsSummaryQuestions for DiscussionExercises for UnderstandingProject for InsightsStrategy Practice: Hitting the 1000 Crores Mark in Two Years
Strategy Show: Pidilite Industries—Accelerators Drive Fevicol13.1. What is Organizational Effectiveness?13.2. Economic Effectiveness of the Strategy of a Firm13.3. Stakeholders’ Satisfaction as a Mesure of Effectiveness13.4. Factors Affecting Sustainability13.5. Ecological Sustainability Strategy Effectiveness13.6. Status, Respect, and Reputation13.7. Institution Building13.8. Management Control Systems13.9. System Audit and Disclosures13.10. Project EffectivenessSummaryQuestions for DiscussionExercises for UnderstandingProject for InsightsStrategy Practice: Nalli Silks—Maintaining Identity While Expanding
Strategy Show: Vicco Laboratories Business for the Family14.1. What is Strategy for a Family Business?14.2. Strategies Adopted by Family Firms14.3. Strategies for the Business Yielding to the Interests of Family14.4. Performance Orientation and Key Success Factors of Family Business14.5. Financial Management Strategies for Family Businesses14.6. Governance in Family Business14.7. Leadership Styles of Family Business14.8. Integration of Family and Business Values14.9. Embedding Founder’s Values and Objectives in the Organization14.10. Succession PlanningSummaryQuestions for DiscussionExercises for UnderstandingProject for InsightsStrategy Practice: S H Kelkar & Company (SHK)—Company First; Family Second
Strategy Show: Glocal Hospital15.1. Different Organizations for Different Needs and Situations15.2. Situation-Specific Strategies15.3. Strategy for Educational Institutions15.4. Strategy of Healthcare Institutions15.5. Strategy for Government or Public Institutions15.6. Strategy for Research and Technology Organizations (RTOs)15.7. Strategy for Entrepreneurial Ventures and SMEs15.8. Strategy for Development Management or Non-Profit Organizations15.9. Strategy for Professional Firms15.10. Strategy for Political, Cultural, and Literary Organizations15.11. Strategy for PE, VC, Banking, and Insurance Firms15.12. Strategy for Internet Firms and Internet Dependent Firms15.13. Strategy for Sports, Fitness, Entertainment, Media, and Tourism Firms15.14. Strategy for Religious and Spiritual OrganizationsSummaryQuestions for DiscussionExercises for UnderstandingProject for InsightsStrategy Practice: Edusports: School Sports Outsourcing
Case Study 1

Content preview from Strategic Management,1/e

CASE STUDY 1

MAERSK A SUSTAINABILITY COCKTAIL FOR SUPERIOR PERFORMANCE

Vladimir Putin is meeting the South Korean Leader Park Geun-hye, the first women President. This news surcharges the room of the group CEO Nils S. Andersen of Maersk at Esplanaden 50 in the Danish City of Copenhagen. Marersk has given order for 20 Triple E class ships at a cost of USD 185 million each to the DSME shipyard (Daewoo Ship Building and Marine Engineering), the second largest ship maker in the world located in Geoje Island at Okpo in South Korea—the global capital of ship building. AP Moller Maersk A/s has 76,000 shareholders and 1,21,000 employees in 130 countries. The CEO is obviously restless as his responsibility is enormous since Maersk group is a collection ...

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Strategic Management from an Islamic Perspective: Text and Cases

Publisher Resources

ISBN: 9789352861224

Strategic Management,1/e

by Dr. Jacob Thomas

CASE STUDY 1

MAERSK A SUSTAINABILITY COCKTAIL FOR SUPERIOR PERFORMANCE

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.

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Strategic Management from an Islamic Perspective: Text and Cases

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CASE STUDY 1

MAERSK A SUSTAINABILITY COCKTAIL FOR SUPERIOR PERFORMANCE

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,and much more.

You might also like

Strategic Management from an Islamic Perspective: Text and Cases

Strategic Planning, Execution, and Measurement (SPEM)

Powerful Times: Rising to the Challenge of Our Uncertain World

The Highly Effective Marketing Plan (HEMP): A proven, practical, planning process for companies of all sizes

Publisher Resources

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.