strategic-management

Recommendations

Info

292 PART 4 • STRATEGY EVALUATION FIGURE 9-2 A Strategy-Evaluation Framework ACTIVITY ONE: REVIEW UNDERLYING BASES OF STRATEGY Prepare revised Internal Factor Evaluation (IFE) Matrix Compare revised to existing Internal Factor Evaluation (IFE) Matrix Do significant differences occur? NO ACTIVITY TWO: MEASURE ORGANIZATIONAL PERFORMANCE Compare planned to actual progress toward meeting stated objectives Do significant differences occur? NO Continue present course Prepare revised External Factor Evaluation (EFE) Matrix Compare revised to existing External Factor Evaluation (EFE) Matrix YES YES ACTIVITY THREE: TAKE CORRECTIVE ACTIONS Measuring Organizational Performance Another important strategy-evaluation activity is measuring organizational performance. This activity includes comparing expected results to actual results, investigating deviations from plans, evaluating individual performance, and examining progress being made toward meeting stated objectives. Both long-term and annual objectives are commonly used in this process. Criteria for evaluating strategies should be measurable and easily verifiable. Criteria that predict results may be more important than those that
Page 2:
This page intentionally left blank
Page 6:
Editorial Director: Sally Yagan Edi
Page 10:
To Joy, Forest, Byron, and Meredith
Page 14:
Page 18:
Page 22:
x CONTENTS Industry Analysis: The E
Page 26:
xii CONTENTS Part 4 Strategy Evalua
Page 30:
xiv CONTENTS Cases HOSPITALITY/ENTE
Page 34:
Page 38:
xviii PREFACE issues and concerns.
Page 42:
xx PREFACE current strategic-manage
Page 46:
Page 50:
xxiv ACKNOWLEDGMENTS with overly ag
Page 54:
Page 58:
xxviii CASE COMPANY INFORMATION MAT
Page 62:
xxx CASE COMPANY INFORMATION MATRIX
Page 66:
Page 70:
PART 1 Overview of Strategic Manage
Page 74:
4 PART 1 • OVERVIEW OF STRATEGIC
Page 78:
Page 82:
Page 86:
Page 90:
Page 94:
Page 98:
Page 102:
Page 106:
Page 110:
Page 114:
Page 118:
Page 122:
Page 126:
Page 130:
Page 134:
Page 138:
Page 142:
Page 146:
PART 2 Strategy Formulation CHAPTER
Page 150:
42 PART 2 • STRATEGY FORMULATION
Page 154:
Page 158:
Page 162:
Page 166:
Page 170:
Page 174:
Page 178:
Page 182:
CHAPTER 3 The External Assessment C
Page 186:
Page 190:
Page 194:
Page 198:
Page 202:
Page 206:
Page 210:
Page 214:
Page 218:
Page 222:
Page 226:
Page 230:
Page 234:
Page 238:
Page 242:
Page 246:
CHAPTER 4 The Internal Assessment C
Page 250:
Page 254:
Page 258:
Page 262:
Page 266:
Page 270:
Page 274:
Page 278:
Page 282:
Page 286:
Page 290:
Page 294:
Page 298:
Page 302:
Page 306:
Page 310:
Page 314:
Page 318:
Page 322:
Page 326:
CHAPTER 5 Strategies in Action CHAP
Page 330:
Page 334:
Page 338:
Page 342:
Page 346:
Page 350:
Page 354:
Page 358:
Page 362:
Page 366:
Page 370:
Page 374:
Page 378:
Page 382:
Page 386:
Page 390:
Page 394:
Page 398:
Page 402:
Page 406:
Page 410:
CHAPTER 6 Strategy Analysis and Cho
Page 414:
Page 418:
Page 422:
Page 426:
Page 430:
Page 434:
Page 438:
Page 442:
Page 446:
Page 450:
Page 454:
Page 458:
Page 462:
Page 466:
Page 470:
Page 474:
Page 478:
Page 482:
Page 486:
PART 3 Strategy Implementation CHAP
Page 490:
212 PART 3 • STRATEGY IMPLEMENTAT
Page 494:
Page 498:
Page 502:
Page 506:
Page 510:
Page 514:
Page 518:
Page 522:
Page 526:
Page 530:
Page 534:
Page 538:
Page 542:
Page 546:
Page 550:
Page 554:
Page 558:
Page 562:
Page 566:
CHAPTER 8 Implementing Strategies:
Page 570:
Page 574:
Page 578:
Page 582:
Page 586:
Page 590:
Page 594:
Page 598: 266 PART 3 • STRATEGY IMPLEMENTAT
Page 634: PART 4 Strategy Evaluation CHAPTER
Page 638: 286 PART 4 • STRATEGY EVALUATION
Page 652: CHAPTER 9 • STRATEGY REVIEW, EVAL
Page 660: Published Sources of Strategy-Evalu
Page 664: Contingency Planning CHAPTER 9 •
Page 676: 12. American Accounting Association
Page 680: This page intentionally left blank
Page 684: Source: Ivan Cholakov Gostock “No
Page 688: CHAPTER 10 • BUSINESS ETHICS/SOCI
Page 700:
CHAPTER 10 • BUSINESS ETHICS/SOCI
Page 704:
Page 708:
Page 712:
Conclusion Key Terms and Concepts B
Page 716:
Page 720:
Page 724:
Source: John Sartin/Shutterstock
Page 728:
FIGURE 11-1 A Comprehensive Strateg
Page 732:
8. A firm’s power and prestige in
Page 736:
A Weak Economy A weak economy still
Page 740:
dramatically across cultures. For e
Page 744:
5. Executives in India are used to
Page 748:
Issues for Review and Discussion 1.
Page 752:
CHAPTER 11 • GLOBAL/INTERNATIONAL
Page 756:
Page 760:
“Notable Quotes” "Two heads are
Page 764:
The Need for Specificity Do not mak
Page 768:
The Comprehensive Written Analysis
Page 772:
Answering Questions It is best to f
Page 776:
25. Let someone else read and criti
Page 780:
Oral Presentation—Step 4 External
Page 784:
INDEX NAME A Abetti, Pier, 281 Acoh
Page 788:
Martin, Karla L., 305 Mason, Charlo
Page 792:
SUBJECT A Accounting (see Finance/A
Page 796:
Advantages and disadvantages, 332 I
Page 800:
Sustained competitive advantage, 9
Page 804:
Strategic Management CASES
Page 808:
1 Walt Disney Company — 2009 Mern
Page 812:
EXHIBIT 2 Consolidated Income State
Page 816:
EXHIBIT 4 Revenue and Operating Inc
Page 820:
EXHIBIT 7 Disney’s Domestic Broad
Page 824:
The company also has been hosting V
Page 828:
television production, and syndicat
Page 832:
investment is required in such prod
Page 836:
insurance costs were equally challe
Page 840:
EXHIBIT 2 Merryland Amusement Park
Page 844:
The Screamer was one of the first c
Page 848:
Altria’s specific funding conditi
Page 852:
CASE 2 • MERRYLAND AMUSEMENT PARK
Page 856:
EXHIBIT 7 Kansas Employment Summary
Page 860:
Much of JetBlue’s business model
Page 864:
CASE 3 • JETBLUE AIRWAYS CORPORAT
Page 868:
EXHIBIT 4 JetBlue Corporation: Cons
Page 872:
EXHIBIT 6 Airline Bookings 2008 Boo
Page 876:
EXHIBIT 9 Direct Competitor Compari
Page 880:
4 AirTran Airways, Inc. — 2009 Ch
Page 884:
EXHIBIT 1 AirTran’s Leadership Te
Page 888:
EXHIBIT 2 Airline Quality Rating Ra
Page 892:
EXHIBIT 5 AirTran’s Selected Fina
Page 896:
EXHIBIT 7 Income Statement (all num
Page 900:
EXHIBIT 10 AirTran’s Top Domestic
Page 904:
“AirTran Airways Launches Buy-On-
Page 908:
Divisions of the Company For FY2008
Page 912:
EXHIBIT 3 The Three Largest Small-B
Page 916:
EXHIBIT 5 Family Dollar, by State a
Page 920:
EXHIBIT 6 Family Dollar’s Consoli
Page 924:
6 Wal-Mart Stores, Inc. — 2009 Am
Page 928:
EXHIBIT 2 Consolidated Balance Shee
Page 932:
EXHIBIT 3 End-of-Year Store Count W
Page 936:
EXHIBIT 4 Wal-Mart’s Organization
Page 940:
Sam’s Clubs Sam’s Clubs are mem
Page 944:
everyday. With this technology, Wal
Page 948:
Action (EEO/AA) employer, but it ha
Page 952:
7 Whole Foods Market, Inc. — 2009
Page 956:
product sales accounted for approxi
Page 960:
grocery store sector of retail was,
Page 964:
EXHIBIT 1 Whole Foods Market, Inc.,
Page 968:
EXHIBIT 4 Whole Foods Properties (a
Page 972:
8 Macy’s, Inc. — 2009 Rochelle
Page 976:
EXHIBIT 1 Macy’s Divisional Organ
Page 980:
Macy’s recently launched a series
Page 984:
(10,860) and 12,000 more than J.C.
Page 988:
9 Yahoo! Inc. — 2009 Hamid Kazero
Page 992:
EXHIBIT 1 Consolidated Statements o
Page 996:
EXHIBIT 3 Yahoo! Revenues by Groups
Page 1000:
EXHIBIT 7 Yahoo! versus Google Comp
Page 1004:
10 eBay Inc. — 2009 Lori Radulovi
Page 1008:
By 2009, eBay has attained customiz
Page 1012:
Bill Me Later, acquired by eBay Inc
Page 1016:
to gains sales by referring custome
Page 1020:
EXHIBIT 3 eBay Consolidated Income
Page 1024:
EXHIBIT 6 eBay Supplemental Operati
Page 1028:
11 Wells Fargo Corporation — 2009
Page 1032:
EXHIBIT 2 Wells Fargo/Wachovia U.S.
Page 1036:
EXHIBIT 3 Wells Fargo’s Income St
Page 1040:
EXHIBIT 5 Wells Fargo—Business Se
Page 1044:
EXHIBIT 7 Wells Fargo versus Rivals
Page 1048:
high-quality southern-style doughnu
Page 1052:
contain a doughnut-making productio
Page 1056:
Mission and Vision The current comp
Page 1060:
All stores are required to have a s
Page 1064:
13 Starbucks Corporation — 2009 S
Page 1068:
Our Coffee It has always been, and
Page 1072:
EXHIBIT 3 Starbucks’ Balance Shee
Page 1076:
EXHIBIT 4 Segment Financial Data Se
Page 1080:
Conclusion Starbucks continues to b
Page 1084:
EXHIBIT 1 USPS Summary Financial Da
Page 1088:
EXHIBIT 2 USPS Operating Expenses (
Page 1092:
CASE 14 • THE UNITED STATES POSTA
Page 1096:
EXHIBIT 10 USPS Vehicle Inventory (
Page 1100:
EXHIBIT 13 USPS Operating Statistic
Page 1104:
EXHIBIT 13 USPS Operating Statistic
Page 1108:
EXHIBIT 1 Amtrak Route Map SEATTLE
Page 1112:
CASE 15 • NATIONAL RAILROAD PASSE
Page 1116:
Page 1120:
Page 1124:
CASE 16 • GOODWILL OF SAN FRANCIS
Page 1128:
Page 1132:
Page 1136:
EXHIBIT 6 Goodwill Revenue Growth R
Page 1140:
wooden shed with the words “Harle
Page 1144:
notes, due in 2014. The money will
Page 1148:
84 percent, 80 percent, and 79 perc
Page 1152:
EXHIBIT 4 Income Statements (2006-2
Page 1156:
net income were down 2.3 percent an
Page 1160:
EXHIBIT 1 Ford Motor Company Corpor
Page 1164:
Motorcraft Ford purchased Electric
Page 1168:
carrying over $1 billion in goodwil
Page 1172:
In late 2009, Ford added shifts at
Page 1176:
the largest food company in the Uni
Page 1180:
way of creating some interactivity
Page 1184:
At year-end 2009, the company had s
Page 1188:
Prior to 2006, ConAgra was a holdin
Page 1192:
process, and Hershey extensively re
Page 1196:
EXHIBIT 2 The Hershey Company Conso
Page 1200:
acquisitions and joint ventures wit
Page 1204:
Cadbury Cadbury, formerly known as
Page 1208:
21 Johnson & Johnson — 2009 Shary
Page 1212:
EXHIBIT 2 J&J’s Mission Statement
Page 1216:
EXHIBIT 4 J&J Facilities Pharmaceut
Page 1220:
EXHIBIT 5 Large Competitors to J&J
Page 1224:
Even the largest pharmaceutical com
Page 1228:
EXHIBIT 8 J&J Balance Sheets 2006-2
Page 1232:
James Preston, the CEO of Avon, fou
Page 1236:
In their new promotions, the Avon l
Page 1240:
EXHIBIT 5 Avon’s Balance Sheets (
Page 1244:
EXHIBIT 7 Avon’s Executive Team A
Page 1248:
ut he also proved he knew how to ma
Page 1252:
Internal Factors Business Structure
Page 1256:
EXHIBIT 3 Molson Coors Consolidated
Page 1260:
The market for the target customer
Page 1264:
Another factor has been the current
Page 1268:
cost about $14 a case, or $5 less t
Page 1272:
Bradham followed the example of Coc
Page 1276:
EXHIBIT 2 PepsiCo 2008 Income State
Page 1280:
EXHIBIT 6 World Demand for the Nona
Page 1284:
EXHIBIT 7 World Chip Market In mill
Page 1288:
Coca-Cola will continue to concentr
Page 1292:
25 Pfizer, Inc. — 2009 Vijaya Nar
Page 1296:
EXHIBIT 1 Revenues by Key Products
Page 1300:
Pfizer’s consolidated Balance She
Page 1304:
EXHIBIT 7 Overview of Direct Compet
Page 1308:
number should reach $265 billion in
Page 1312:
EXHIBIT 1 Merck’s Recent Acquisit
Page 1316:
EXHIBIT 3 Merck’s Sales by Produc
Page 1320:
Industry Issues, Facts, and Figures
Page 1324:
prescriptions. Because the price of
Page 1328:
27 Nike, Inc. — 2010 1 Randy Harr
Page 1332:
The company has set a strategic goa
Page 1336:
EXHIBIT 5 Nike’s Income Before Ta
Page 1340:
Nike Customers and Price Points Bec
Page 1344:
Competition Competition in the athl
Page 1348:
eliminate quotas and tariff barrier
Page 1352:
The company acquired FrogTrader to
Page 1356:
CASE 28 • CALLAWAY GOLF COMPANY
Page 1360:
Pacific PTY Ltd., Callaway Golf (Sh
Page 1364:
3.5 percent for the first quarter o
Page 1368:
public and private golf clubs are e
Page 1372:
Standard Oil and created Standard o
Page 1376:
EXHIBIT 3 Statement of Income (mill
Page 1380:
Marketing Marketing in an energy co
Page 1384:
company in the world in 2007. The 2
show all

strategic-management

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?