Strategic Management, Text and Cases by Pearson

Table of contents

1. Cover
2. Copyright
3. Dedication
4. Testimonials
5. Brief Contents
6. Contents (1/2)
7. Contents (2/2)
8. Preface (1/2)
9. Preface (2/2)
10. About the Author
11. 1. Introduction to Business Policy and Strategic Management
    1. Strategy Show: Mindtree—Right Things the Right Way
    2. 1.1 Evolution of Strategic Management as a Discipline (1/2)
    3. 1.1 Evolution of Strategic Management as a Discipline (2/2)
    4. 1.2 Concepts of Strategy and Business Policy
    5. 1.3 Meaning and Nature of Strategic Management
    6. 1.4 Importance and Relevance of Strategy
    7. 1.5 Characteristics of Strategic Management and Strategy Absence
    8. 1.6 Role of the Strategist-Strategic Management Professionals
    9. 1.7 Conceptual Framework of Strategic Management (1/2)
    10. 1.7 Conceptual Framework of Strategic Management (2/2)
    11. 1.8 Some Theories Used in Strategic Management (1/2)
    12. 1.8 Some Theories Used in Strategic Management (2/2)
    13. 1.9 Tools and Techniques in Strategic Management
    14. 1.10 Forerunners of Strategy in Business Management
    15. Summary
    16. Questions for Discussion
    17. Exercises for Understanding
    18. Project for Insights
    19. Strategy Practice: Game Plan of Britannia
12. 2. Analysis of Business Environment
    1. Strategy Show: Shemaroo Rises with Technological Changes
    2. 2.1 Analysing External Business Environment
    3. 2.2 Levels of Analysis: Pesteld Framework and ETOP Analysis (1/2)
    4. 2.2 Levels of Analysis: Pesteld Framework and ETOP Analysis (2/2)
    5. 2.3 Environmental Scanning and Appraisal—Strategic Intelligence
    6. 2.4 Competitive Environmental Analysis: Industry and Competition
    7. 2.5 Porter’s Five-Forces Model
    8. 2.6 Competitive Profile Matrix
    9. 2.7 Strategies for Competing in Globalizing Markets: Impact of Globalization, MNCs
    10. 2.8 Internet Economy, E-Commerce, and Social Networking Sites
    11. 2.9 Changing Strategic Situations, Complexity, Turbulence, and Chaos: Institutional Strategy
    12. 2.10 Industry Driving Forces
    13. Summary
    14. Questions for Discussion
    15. Exercises for Understanding
    16. Project for Insights
    17. Strategy Practice: ITC: Value from Environmental Stewardship
13. 3. Internal Analysis
    1. Strategy Show: TTK—Amassing Resources and Enhancing Value of Prestige
    2. 3.1 Organizational Appraisal: Firms as Value Creators
    3. 3.2 Value Chain Analysis and Value Creation (1/2)
    4. 3.2 Value Chain Analysis and Value Creation (2/2)
    5. 3.3 Elements of Value Proposition: Analysing a Company’s Resources and Competitive Position
    6. 3.4 Dimensions of Value
    7. 3.5 Value Hierarchy, Value Shop, and Value Network
    8. 3.6 Assessing Market Value of a Business (1/2)
    9. 3.6 Assessing Market Value of a Business (2/2)
    10. 3.7 Resource-Based View (RBV) of the Firm
    11. 3.8 Knowledge- and Capability-Based View (KBV)
    12. 3.9 Concept of Core Competence
    13. 3.10 Distinctive and Unique Competencies
    14. 3.11 Dynamic Capabilities
    15. Summary
    16. Questions for Discussion
    17. Exercises for Understanding
    18. Project for Insights
    19. Strategy Practice: Mawana Sugars Struggling to Survive
14. 4. Mission, Vision, Strategic Objectives, and Business Model
    1. Strategy Show: Mundra Port and SEZ Pvt Ltd—Aiming High and Achieving
    2. 4.1 Firm and Strategy
    3. 4.2 Elements of a Firm’s Strategy
    4. 4.3 Objectives and Functions of a Strategy
    5. 4.4 Developing Strategic Vision and Strategic Objectives
    6. 4.5 Levels of Objectives
    7. 4.6 Organizational Mission and Mission Statements
    8. 4.7 Stakeholders Expectations, Cooperation, and Ambition
    9. 4.8 Alignment of a Firm With Community
    10. 4.9 Elements of a Business Model and its Relationship with Strategy
    11. 4.10 Real and Virtual Organizations
    12. Summary
    13. Questions for Discussion
    14. Exercises for Understanding
    15. Project for Insights
    16. Strategy Practice: Shriram Transport Finance Company—Adamant about Funding
15. 5. Strategy Formulation
    1. Strategy Show: GMR–Strategy of Overstretching, Burdening Itself
    2. 5.1 Organizational Appraisal and Strategic Planning Process (1/2)
    3. 5.1 Organizational Appraisal and Strategic Planning Process (2/2)
    4. 5.2 Strategic Planning (1/3)
    5. 5.2 Strategic Planning (2/3)
    6. 5.2 Strategic Planning (3/3)
    7. 5.3 Strategic Thinking
    8. 5.4 Scenario Planning or Building, Strategic Direction
    9. 5.5 Generic Competitive Strategies (1/2)
    10. 5.5 Generic Competitive Strategies (2/2)
    11. 5.6 Strategy Levels
    12. 5.7 First Mover Advantages
    13. 5.8 Strategic Analysis, Strategic Options, Strategy Choice
    14. 5.9 Norms of Strategy Making
    15. 5.10 Offensive Strategies and Defensive Strategies
    16. 5.11 Benchmarking and Industry Standards
    17. 5.12 Resource-Led Strategies
    18. 5.13 Strategic Advantage Analysis (1/2)
    19. 5.13 Strategic Advantage Analysis (2/2)
    20. 5.14 Open Strategy
    21. Summary
    22. Questions for Discussion
    23. Exercises for Understanding
    24. Project for Insights
    25. Strategy Practice: Micromax—Strategy Attuned to the Market
16. 6. Corporate Level Strategies
    1. Strategy Show: ‘Mahindra—from Rural Roads to Main Roads’
    2. 6.1 Strategies and Competitive Advantages in Diversified Companies and their Evaluation (1/2)
    3. 6.1 Strategies and Competitive Advantages in Diversified Companies and their Evaluation (2/2)
    4. 6.2 Diversification and Integration Strategies (1/2)
    5. 6.2 Diversification and Integration Strategies (2/2)
    6. 6.3 Mergers, Acquisitions, and Takeover Strategies (1/3)
    7. 6.3 Mergers, Acquisitions, and Takeover Strategies (2/3)
    8. 6.3 Mergers, Acquisitions, and Takeover Strategies (3/3)
    9. 6.4 Strategic Alliances (1/2)
    10. 6.4 Strategic Alliances (2/2)
    11. 6.5 Joint Venture’s Strategies
    12. 6.6 International Business Entry Level Strategies
    13. 6.7 Strategic Sale or Divesting SBU
    14. 6.8 Political Strategies for Competitive Advantage
    15. 6.9 Reverse Logistics as Sustainable Competitive Advantage
    16. 6.10 Outsourcing Strategies: Make vs Buy
    17. 6.11 Franchising Strategies
    18. 6.12 Portfolio Analysis
    19. Summary
    20. Questions for Discussion
    21. Exercises for Understanding
    22. Project for Insights
    23. Strategy Practice: Marico ‘Separates Feminine Part’
17. 7. Business Level and Functional Strategies
    1. Strategy Show: Reliance Industries—Sharpening the Performance Engine
    2. 7.1 Strategic Management in a Strategic Business Unit
    3. 7.2 Stability Strategies
    4. 7.3 Growth—Horizontal and Vertical
    5. 7.4 Divestment
    6. 7.5 Human Resource Strategies
    7. 7.6 Finance and Accounting Strategies
    8. 7.7 Marketing and Distribution Strategies (1/3)
    9. 7.7 Marketing and Distribution Strategies (2/3)
    10. 7.7 Marketing and Distribution Strategies (3/3)
    11. 7.8 Production and Operations Management Strategies and Tactics
    12. 7.9 R&D Strategy or Innovation Strategy Creating Value Changing Processes (1/2)
    13. 7.9 R&D Strategy or Innovation Strategy Creating Value Changing Processes (2/2)
    14. 7.10 Learning Organization
    15. Summary
    16. Questions for Discussion
    17. Exercises for Understanding
    18. Project for Insights
    19. Strategy Practice: Century Plywoods: Technical Connect to Emotional Connect
18. 8. Embedding Environmental and Social Considerations in Strategy
    1. Strategy Show: Star Jalsha TV Channel Assumes Environmental Leadership
    2. 8.1 Practices for Sustainability of Businesses and Benefits Thereof
    3. 8.2 Environmental Risk Management (1/2)
    4. 8.2 Environmental Risk Management (2/2)
    5. 8.3 Environmental Communication
    6. 8.4 Green Strategy (1/2)
    7. 8.4 Green Strategy (2/2)
    8. 8.5 Greening the Value Chain and Lifecycle Assessment
    9. 8.6 Environmental Management Systems and Environmental Audit (1/2)
    10. 8.6 Environmental Management Systems and Environmental Audit (2/2)
    11. 8.7 Entrepreneurship in Green Business
    12. 8.8 Eco Advantage Strategy and Product Differentiation
    13. 8.9 Ethical Processes, Environmental Ethics, and Triple Bottom Line Business (1/2)
    14. 8.9 Ethical Processes, Environmental Ethics, and Triple Bottom Line Business (2/2)
    15. 8.10 Moving from Sustainable Competitive Advantage to Corporate Sustainability Strategy
    16. 8.11 Green Washing
    17. Summary
    18. Questions for Discussion
    19. Exercises for Understanding
    20. Project for Insights
    21. Strategy Practice: Carbon Clean Solutions
19. 9. Strategy Execution
    1. Strategy Show: Parle—Staying Competitive, Staying on Course
    2. 9.1 Strategy Implementation Phase of the Strategic Management Process
    3. 9.2 Operationalizing Strategy: Translating Intention to Action
    4. 9.3 Implementing Strategic Change
    5. 9.4 Decision Making During Strategy Execution
    6. 9.5 Structural Implementation
    7. 9.6 Functional Implementation
    8. 9.7 Behavioural Implementation: Culture, Power, and Values (1/2)
    9. 9.7 Behavioural Implementation: Culture, Power, and Values (2/2)
    10. 9.8 Project Implementation: Implementation of Programs in Project Mode
    11. 9.9 Procedural Implementation
    12. 9.10 Resource Allocation
    13. 9.11 Communicating Strategy to Stakeholders
    14. 9.12 Strategic Initiatives
    15. 9.13 Strategic Repositioning
    16. 9.14 Innovation and Entrepreneurship
    17. 9.15 Business Process Re-Engineering
    18. Summary
    19. Questions for Discussion
    20. Exercises for Understanding
    21. Project for Insights
    22. Strategy Practice: Ferns N Petals—Filling the Gifting Space
20. 10. Corporate Governance
    1. Strategy Show: Siemens (India)—Transferring Wealth
    2. 10.1 What is Governance?
    3. 10.2 Composition of the Board of Directors (1/2)
    4. 10.2 Composition of the Board of Directors (2/2)
    5. 10.3 Roles and Responsibilities of Directors in Governance (1/2)
    6. 10.3 Roles and Responsibilities of Directors in Governance (2/2)
    7. 10.4 Agency Problem and Shareholder Value
    8. 10.5 Ethical Process in CG
    9. 10.6 Strategic Initiative to Guide Ethical Behaviour (1/2)
    10. 10.6 Strategic Initiative to Guide Ethical Behaviour (2/2)
    11. 10.7 Role of Stakeholders in Shaping Ethics in Business (1/2)
    12. 10.7 Role of Stakeholders in Shaping Ethics in Business (2/2)
    13. 10.8 Corporate Scams and Failure or Strengthening of Governance
    14. 10.9 Principles of Good Governance (1/2)
    15. 10.9 Principles of Good Governance (2/2)
    16. Summary
    17. Questions for Discussion
    18. Exercises for Understanding
    19. Project for Insights
    20. Strategy Practice: Walmart India in Crisis Management Mode
21. 11. Strategic Leadership
    1. Strategy Show: Cafe Coffee Day—Strategic Leadership and Scaling Heights
    2. 11.1 Understanding Leadership (1/2)
    3. 11.1 Understanding Leadership (2/2)
    4. 11.2 Strategic Leadership Levels
    5. 11.3 Strategic Leadership
    6. 11.4 Operationalizing and Institutionalizing Strategy
    7. 11.5 Managing Conflicts and Getting Co-Operation
    8. 11.6 Leadership and Culture
    9. 11.7 Corporate Strategic Leadership Role and Responsibilities
    10. 11.8 Business- or Division-Level Strategic Leadership Role and Responsibilities
    11. 11.9 Leadership Challenges of Strategy Implementation (1/2)
    12. 11.9 Leadership Challenges of Strategy Implementation (2/2)
    13. 11.10 Leading in Times of Great Change, Crisis, and Turmoil
    14. Summary
    15. Questions for Discussion
    16. Exercises for Understanding
    17. Project for Insights
    18. Strategy Practice: Central Parking Services—Strategic Leadership in Action
22. 12. Monitoring Strategy Implementation
    1. Strategy Show: Aditya Birla Group—Growing Deeper in Multinational Character
    2. 12.1 Balanced Scorecard and Other Techniques of Strategy Success (1/2)
    3. 12.1 Balanced Scorecard and Other Techniques of Strategy Success (2/2)
    4. 12.2 Superior Performance Measures (1/3)
    5. 12.2 Superior Performance Measures (2/3)
    6. 12.2 Superior Performance Measures (3/3)
    7. 12.3 Monitoring Risks and Assumptions of a Strategy
    8. 12.4 Establishing Strategic Controls and Operational Control
    9. 12.5 Disruptive Strategies and Alternate Strategies
    10. 12.6 Strategic Information Systems
    11. 12.7 Activity-Based Costing and Management Approach
    12. 12.8 Organization and Product Lifecycle Assessment
    13. 12.9 Strategy Audit
    14. 12.10 Economic Value-Added and Market Value-Added Concepts
    15. Summary
    16. Questions for Discussion
    17. Exercises for Understanding
    18. Project for Insights
    19. Strategy Practice: Hitting the 1000 Crores Mark in Two Years
23. 13. Organizational Effectiveness Evaluation
    1. Strategy Show: Pidilite Industries—Accelerators Drive Fevicol
    2. 13.1 What is Organizational Effectiveness?
    3. 13.2 Economic Effectiveness of the Strategy of a Firm
    4. 13.3 Stakeholders’ Satisfaction as a Mesure of Effectiveness
    5. 13.4 Factors Affecting Sustainability
    6. 13.5 Ecological Sustainability Strategy Effectiveness
    7. 13.6 Status, Respect, and Reputation
    8. 13.7 Institution Building
    9. 13.8 Management Control Systems
    10. 13.9 System Audit and Disclosures
    11. 13.10 Project Effectiveness
    12. Summary
    13. Questions for Discussion
    14. Exercises for Understanding
    15. Project for Insights
    16. Strategy Practice: Nalli Silks—Maintaining Identity While Expanding
24. 14. Strategy for Family Business
    1. Strategy Show: Vicco Laboratories Business for the Family
    2. 14.1 What is Strategy for a Family Business?
    3. 14.2 Strategies Adopted by Family Firms
    4. 14.3 Strategies for the Business Yielding to the Interests of Family
    5. 14.4 Performance Orientation and Key Success Factors of Family Business
    6. 14.5 Financial Management Strategies for Family Businesses
    7. 14.6 Governance in Family Business
    8. 14.7 Leadership Styles of Family Business
    9. 14.8 Integration of Family and Business Values
    10. 14.9 Embedding Founder’s Values and Objectives in the Organization
    11. 14.10 Succession Planning
    12. Summary
    13. Questions for Discussion
    14. Exercises for Understanding
    15. Project for Insights
    16. Strategy Practice: S H Kelkar & Company (SHK)—Company First, Family Second
25. 15. Strategy for Special Situations and Institutions
    1. Strategy Show: Glocal Hospital
    2. 15.1 Different Organizations for Different Needs and Situations
    3. 15.2 Situation-Specific Strategies
    4. 15.3 Strategy for Educational Institutions
    5. 15.4 Strategy of Healthcare Institutions
    6. 15.5 Strategy for Government or Public Institutions
    7. 15.6 Strategy for Research and Technology Organizations (RTOs)
    8. 15.7 Strategy for Entrepreneurial Ventures and SMEs
    9. 15.8 Strategy for Development Management or Non-Profit Organizations
    10. 15.9 Strategy for Professional Firms
    11. 15.10 Strategy for Political, Cultural, and Literary Organizations
    12. 15.11 Strategy for PE, VC, Banking, and Insurance Firms (1/2)
    13. 15.11 Strategy for PE, VC, Banking, and Insurance Firms (2/2)
    14. 15.12 Strategy for Internet Firms and Internet Dependent Firms
    15. 15.13 Strategy for Sports, Fitness, Entertainment, Media, and Tourism Firms
    16. 15.14 Strategy for Religious and Spiritual Organizations
    17. Summary
    18. Questions for Discussion
    19. Exercises for Understanding
    20. Project for Insights
    21. Strategy Practice: Edusports: School Sports Outsourcing
26. Case Studies (1/12)
27. Case Studies (2/12)
28. Case Studies (3/12)
29. Case Studies (4/12)
30. Case Studies (5/12)
31. Case Studies (6/12)
32. Case Studies (7/12)
33. Case Studies (8/12)
34. Case Studies (9/12)
35. Case Studies (10/12)
36. Case Studies (11/12)
37. Case Studies (12/12)
38. Appendix (1/2)
39. Appendix (2/2)
40. References (1/12)
41. References (2/12)
42. References (3/12)
43. References (4/12)
44. References (5/12)
45. References (6/12)
46. References (7/12)
47. References (8/12)
48. References (9/12)
49. References (10/12)
50. References (11/12)
51. References (12/12)
52. Index (1/3)
53. Index (2/3)
54. Index (3/3)