TY  - BOOK
AU  - PEARCE JOHN A, RICHARD B ROBINSON
TI  - STRATEGIC MANAGEMENT
SN  - 978-0070264380
PB  - TMH
KW  -   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	
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