strategic-management

364 INDEX
E
Economic forces, 63, 335
Economy, 335
Educational institutions, 162
Educative change strategy, 234
Electric cars, 321
Empirical indicators, 96
Empowerment, 17
Environment, 317
Environmental audit, 317
Environmental forces, 66
Environmentalists, 317–320
Environmental scanning, 12, 60
Environmental Sustainability (Chapter 10),
317–327
Copenhagen meeting, 322
Electric cars, 321
Environmental Affairs, 318
ISO 14000/14001 Certification, 320
Lack of Standards Changing, 318
Obama Regulations, 318
Proactive/Reactive, 320
Reasons to Be Green, 320
Environmental training, 319
EMS (environmental management systems), 321
Employee stock ownership plans (ESOPs), 238
EPS-EBIT analysis, 262–266
Equity financing, 262–266
Equifinality, 197
ESOPs, 239
Ethics, 312–315
Evaluating mission statements, 51, 56
Evaluating the worth of a business, 273–275
Executive summary, 350
Executive titles, 227–229
External Assessment (Chapter 3), 58–89
Competitive forces, 71
Competitive intelligence (CI) programs,
72–74
Competitive Profile Matrix, 81–82
Cooperation among competitors, 156–157
Economic forces, 61, 63
External Factor Evaluation (EFE) Matrix,
80–81
Five-Forces Model, 74–78
Forecasting tools and techniques, 78
Globalization, 334
Industrial/Organization (I/O) view, 63
Industry Analysis: The External Factor
Evaluation (EFE) Matrix, 80–81
Making assumptions, 79
Nature of an external assessment, 61
Political, governmental and legal forces, 68
Porter’s Five-Forces Model, 74–78
Process of performing, 62
Social, cultural, demographic
and environmental forces, 66
Technological forces, 69
Sources of external information, 78
External audit. See external assessment (Chapter
3), 58–89
External Factor Evaluation (EFE) Matrix, 80–81
External forces, 61, 63
Variables, 58–89
External opportunities and threats, 11–12, 58–80
F
Failure (business), 146–151
Fast follower, 161
Feasibility (in strategy evaluation), 288
Feng shui, 337
Finance/Accounting, 106–113, 261, 275
Audit checklist, 113
Financial Accounting Standards Board
(FASB), 272
Functions of finance, 107
Financial ratios, 107–111
Financial budgets, 271–273
Financial objectives, 133–134
Financial ratio analysis, 107–111
Financial Stability (FS) in SPACE, 181
Financing decision, 262–266
First mover advantages, 61
Benefits of, 161
Five-Forces Model, 74–78
Bargaining power of consumers, 74–78
Bargaining power of suppliers, 74–78
Potential development of substitute products,
74–78
Potential entry of new competitors, 74–78
Rivalry among competing firms, 74–78
Fixed costs, 112–113
Focus strategies, 151
Folktale, 97
Force change strategy, 234
Forecasting tools and techniques, 78
Forward integration, 139
Franchising, 139
Fuld.com (intelligence gathering), 72–74
Functional structure, 222
Functions of finance, 107
Dividend decision, 107
Financing decision, 107
Investment decision, 107
Functions of management, 99
Controlling, 102
Motivating, 101
Organizing, 100
Planning, 100
Staffing, 102
Functions of marketing, 103
Customer analysis, 103
Distribution, 105
Pricing, 105
Product and service planning, 104
Marketing research, 106
Marketing audit checklist of questions, 106
Opportunity analysis, 103
Selling products/services, 103
Furloughs, 237
Future shock, 295
G
GAAP, 300
GAAS, 300
Gain sharing, 232
Generic Strategies, 151–155
Cost leadership, 152
Differentiation, 153
Focus, 154
Glass ceiling, 242
Global challenge, 333–336
Global/International Issues (Chapter 11),
328–344
Advantages and disadvantages, 332
Communication differences across countries,
338
Global challenge, 333–335
Japanese culture, 338
Mexican culture, 337
Multinational organizations, 330–332
U.S. vs foreign business cultures, 335–339
Weak economy, 335
Worldwide tax rates, 339
Global competition, 333–340
Advantages and disadvantages, 332
Globalization, 334
Goals. See objectives. 133–136
Governance, 198–200
Governmental forces, 68–69
Variables, 69
Governmental organizations (strategic
planning), 163
Grand Strategy Matrix, 191
Growth ratios, 111
Guanxi, 335
Guidelines for case analysis, 346–358
Guidelines for effective strategic management,
19–21
H
Halo error, 177
Heroes/heroines, 97
High-velocity (change) markets, 155
Horizontal consistency of objectives, 217
Horizontal integration, 141
Hostile takeover, 158
Human resource concerns when implementing
strategies, 237–240
Human resource management, 102
I
IE Matrix, 188–191
IFRS, 300
Implementing Strategies: Management/
Operations (Chapter 7), 210–249
Implementing Strategies: Marketing/
Finance (Chapter 8), 250–283
India, 339
Industrial Organization (I/O) View, 63
Industry Analysis: The External Factor
Evaluation (EFE) Matrix, 60, 80
Industry Growth Rate (BCG axis), 184–188
Industry Stability (IS), in SPACE, 181
Information technology, 69, 118
Input stage, 176
Integration strategies, 97, 139
Backward integration, 139, 140
Forward integration, 139
Horizontal integration, 139, 141
Internal-External (IE) Matrix, 184, 188–191
Intensive strategies, 141
Market development, 142
Market penetration, 141
Product development, 142
Internal assessment (Chapter 4), 90–125
Breakeven analysis, 112–113
Cultural pitfalls, 97–99
Cultural products, 97–99
Finance/accounting functions, 106
Financial ratio analysis, 109–111
Integrating strategy and culture, 97–100
Internal factor evaluation matrix, 122–123
Internal forces, 93
Management, 99
Management Information Systems, 117
Marketing, 103
Nature of an internal audit, 93
Process of performing an internal audit, 93
Production/operations, 113
Research and development, 115
Research and development audit, 117
Resource-Based View (RBV), 96
Value chain analysis (VCA), 119–121
Internal audit. See internal assessment, 93
Internal factor evaluation matrix, 122–123
Internal forces, 93
Internal strengths and weaknesses, 12–13,
90–124
International financial reporting standards
(IFRS), 300
International firms, 331
International Issues (Chapter 11),
(See Global Issues), 328–344
International operations, 328–340