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Discussion Case: Fakes Appendix: Components of the Multinational Environment Internal Analysis SWOT Analysis: A Traditional Approach to Internal Analysis Using SWOT Analysis in Strategic Analysis Limitations of SWOT Analysis Value Chain Conducting a Value Chain Analysis Recognizing the Difficulty in Activity-Based Cost Accounting, Resource-Based View of the Firm , Three Basic Resources: Tangible Assets, Intangible Assets, and Organizational Capabilities , What Makes a Resource Valuable? , Using the Resource-Based View in Internal Analysis, Internal Analysis: Making Meaningful Comparisons , Comparison with Past Performance , Benchmarking: Comparison with Competitors , Comparison with Success Factors in the Industry , , , , Chapter 6 Discussion Case: Apple'• Blueprint for Genius , Appendix A: Key Resources across Functional Areas , Appendix B: Using Financial Analysis , , Long-Term Objectives and Strategies Long-Term Objectives, Qualities of Long-Term Objectives , The Balanced Scorecard , Generic Strategies , Low-Cost Leadership , Differentiation, Focus , The Value Disciplines , Operational Excellence, Customer Intimacy, Product Leadership , Grand Strategies, Concentrated Growth , Market Development , Product Del. elopment , InnoNation , Horizontal Inteuration , Vertical Integration, Concentric Diversification , Conglomerate Diversification , Leadership and Culture Strategic Leadership: Embracing Change , Clarifying Strategic Intent , Building an Organization, Shaping Organizational Culture , Recruiting and Developing Talented Operational Leadership , Organizational Culture, The Role of the Organizational Leader in Organizational Culture , Build Time in the Organization, Emphasize Key Themes or Dominant Values, Encourage Dissemination of Stories and Legends about Core Values , Institutionalize Practices That Systematically Reinforce Desired Beliefs and Values , Adapt Some Very Common Themes in Their Own Unique Ways , Manage Organizational Culture in a Global Organization , Manage the Strategy-Culture Relationship , , , , The Immelt Revolution , Control, Innovation, and Entrepreneurship EKablishing Strategic Controls, Premise Control, Strategic Surveillance, Special Alert Control, Implementation Control , The Balanced Scorecard Methodology, ovation and Entrepreneurship, Incremental Innovation , Breakthrough Innovation , Risks Associated with Innovation , Entrepreneurship , Entrepreneurship Turnaround , Divestiture , Liquidation , Bankruptcy , Joint Ventures , Strategic Alliances , Consortia, Keiretsus, and Chaebols , Selection of Long-Term Objectives and Grand Strategy Sets, Sequence of Objectives and Strategy Selection , Summary , Key Terms , Questions .for Discussion , Chapter 7 Discussion Case: 311Is' Rising Star , Appendix: Board .for Industrial & Financial Reconstruction, , Business Strategy Evaluating and Choosing Business Strategies: Seeking Sustained Competitive Advantage , Evaluating Cost Leadership Opportunities, Evaluating Differentiation Opportunities, Evaluating Speed as a Competitive Advantage , Evaluating Market Focus as a Way to Competitive Advantage, Stages of Industry Evolution and Business Strategy Choices , Competitive Advantage in Fragmented Industries , Competitive Advantage in Global Industries, Dominant Product/Service Businesses: Evaluating and Choosing to Diversify to Build Value , Grand Strategy Selection Matrix , Model of Grand Strategy Clusters , Opportunities for Building Value as a Basis for Choosing Diversification or Integration , , Questions for Discussion, , Discussion Case: DIILS American Adventure, , Multibusiness Strategy The Portfolio Approach: A Historical Starting Point, The BCG Growth-Share Matrix, The Industry Attractiveness—Business Strength Matrix , BCG's Strategic Environments Matrix , Limitations of Portfolio Approaches , The Synergy Approach: Leveraging Core Competencies , The Corporate Parent Role: Can It Add Tangible Value? , The Parenting Framework , The Patching Approach , ,, STRATEGY IMPLEMENTATION, CONTROL, AND INNOVATION : Implementation Qualities of Effective Short-Term Objectives , The Value-Added Benefits of Short-Term Objectives and Action Plans , Functional Tactics that Implement Business Strategies, Differences between Business Strategies and Functional Tactics, Outsourcing Functional Activities , Empowering Operating Personnel: The Role of Policies , Creating Policies That Empower, Executive Bonus Compensation Plans , Major Plan Types , Matching Bonus Plans and Corporate Goals , Staninaty , , Traditional Organizational Structures and Their Strategy-Related Pros and Cons , Simple Organizational Structure , Functional Organizational Structure , Divisional Structure , Matrix Organizational Structure, Product-Team Structure, What a Difference a Century Makes , Globalization , The Internet , Speed , Initial Efforts to Improve the Effectiveness of Traditional Organizational Structures , Redefine the Role of Corporate Headquarters from Control to Support and Coordination , Balance the Demands for Control/Differentiation with the Need for Coordination/Integration Restructure to Emphasize and Support Strategically Critical Activities , Reengineer Strategic Business Processes , Downsize and Self-Manage: Force Decisions to Operating Level , Creating Agile. Virtual Organizations, Outsourcing—Creating a Modular Organization, Strategic Alliances 3-8 Toward Boundaryless Structures , Ambidextrous Learning Organization, , Guide to Strategic Management Case Analysis Section A: BusinessWeek Cases Case 1: American Express: CHARGE! , Case 2: Coca-Cola: Gone Flat , Case 3: Juicy Couture: To Live and Thrive in L.A., Case 4: Lehman Brothers: Lehman's New Street Smarts , Case 5: Louis Vuitton: The Vuitton Money Machine , Case 6: NASCAR: The Prince of NASCAR , Case 7: Nokia: Will Rewiring Nokia Spark Growth? , Case 8: Outsourcing Innovation: A Contentious Corporate Strategy, Case 9: Pfizer's Pharmaceutical Funk , Case 10: Siemens Corp.'s New Boss: Can He Deliver? , Case 11: Sony's Sudden Samurai , Case 12: Technological Environment of Business: Hydrogen Cars Are Almost Here But . . Case 13: UPS: Big Brown's New Bag , Section B: Comprehensive Cases Case 14: Archies vs. Vintage Are we in the Business of Greetings? , Case 15: Nokia and the Global Mobile Phone Industry Shirisha Regani , Case 16: Nanhi Kali—Will it Bloom? , Case 17: Gitanjali—A Gem in India's Crown? , Case 18: Gati Limited — At the Threshold of a Big Leap , Case 19: Delhi Land & Finance—Strategy or Serendipity? , Case 20: The Apollo Group, Inc. [University of Phoenix] , Case 21: XM Radio: The Sky Is the Limit XM Radio and Its Uncertain Future, Case 22: Re-inventing Biocon, Case 23: Forging Ties for Global Expansion , Case 24: Robin Hood , Case 25: Voltas Ltd.: From Turnaround to the 'Big Bang' , Case 26: Southwest Airlines Act II—An Airline in Trouble? , Case 27: IKEKs Innovative Human Resource Management Practices and Work Culture, Case 28: On the Fast Track with Fast Food , Case 29: The Procter & Gamble (P&G)-Gillette Merger , Case 30: General Motors--2005 |
