strategic-management

Advantages and disadvantages, 332
Internet, 69, 259
Intuition (vs analysis), 7–9
Inhwa, 335
Inventory (production/operations function),
113–115
Investment decision, 107
ISO 14000 and 14001 Certifications, 320
J
Japanese culture, 338
Just-in-time (JIT), 237
Joint venture/partnering, 156–158
Joint venture in India, 339
K
Kyoto Protocol, 322
L
Language, 97
Late mover, 161
Learning from the partner, 156
Legal forces, 68
Variables, 68
Legend, 97
Leverage ratios, 109
Leveraged buyout, 160
Lifecare facilities, 67
Linear regression, 79
Liquidation, 149
Liquidity ratios, 109
Linking pay-performance, 231–234
Bonus system, 233
Gain sharing, 232
Profit sharing, 232
Long-range, planning, 6
Long-term objectives, 13, 133
Love affairs at work, 314
M
Making assumptions, 79
Management,
Controlling, 102
Functions of management, 99–103
Management audit checklist of questions, 103
Motivating, 101
Organizing, 100
Planning, 100
Staffing, 102
Management audit checklist of questions, 119
Management by wandering around, 290
Management Information Systems (MIS),
117–119
Managing by Crisis, 135
Managing by Extrapolation, 135
Managing by Hope, 135
Managing by Objectives, 135
Managing by Subjectives, 135
Managing conflict, 220
Managing resistance to change, 220
Managing the natural environment, (See Natural
Environment), 317–323
Market commonality and resource similarity, 74
Market development, 142
Market penetration, 141
Market segmentation, 257–259
Marketing, 103–106
Cost/benefit analysis, 106
Distribution, 105
Functions of marketing, 103
Implementation issues, 252–262
Market segmentation, 257–260
Marketing audit checklist of questions, 106
Marketing research, 106
New principles of marketing, 254–255
Purpose-based, 257
Pricing, 105
Product and service planning, 104
Product positioning, 260
Selling products/services, 103
Marketing affiliate, 93
Marketing audit checklist of questions, 106
Marketing mix, 258
Place, 258
Price, 258
Product, 258
Promotion, 258
Marketing research, 106
Markets, 51
Matching stage, 177
Matching structure and strategy, 220–222
Matrix structure, 226
McDonald’s Corporation (Cohesion Case),
27–39
Organizational structure, 29
Competitors, 33–35
Income statements, 31
Balance sheets, 32
Medical organizations, 163
Merger/acquisition, 158–160
Benefits of, 160
Friendly merger, 158
Hostile takeover, 158
List of recent mergers, 160
Merit pay, 233
Metaphors, 97
Mexican culture, 337
Military strategy (vs business strategy), 21–22
MIS issues, 117–119
Mission, 40–54
Mission statements (Chapter 2), 11, 40–54
Characteristics of, 49–52
Components, 51
Definition, 11
Evaluating, 44–45
Examples, 44–45
Importance (Benefits) of, 47
Process of developing, 46
Mission versus vision, 11, 46
Writing and evaluating, 53
Motivating, 101
Multidimensional scaling, 260
Multinational corporations, 330–332
Myths, 97
N
Natural environment, 317–323
Nemaswashio, 337
Nonprofit and governmental organizations,
162–164
Notable Quotes, 3, 41, 59, 91, 131, 173, 211,
251, 285, 309, 329
O
Objectives, 13, 133–136
Annual, 133
Benefits of, 134
Characteristics of, 134
Financial versus strategic objectives, 133
Long-term, 133
Not managing by objectives, 135
Purpose and characteristics, 133–136
Operations (See Production/Operations
Function), 113–115
Opportunities, 11, 58–69
Oral case analysis, 351–356
Oral presentation, 8
Organizational change, 221–229
Organizational charts, 228
Do’s and Don’ts, 228
INDEX 365
Organizational culture, 97–99, 335–338
Cultural pitfalls, 336
Cultural products, 97
Definition, 97–99
Japanese culture, 338
Mexican culture, 337
U.S. vs foreign, 335–338
Ways and means for altering, 98
Organizational structure, 220–229
Advantages/disadvantages of functional, 223
Advantages/disadvantages of divisional, 224
Advantages/disadvantages of matrix, 227
Symptoms of ineffectiveness, 222
Organizing, 100
Outsourcing, 161
Outstanding shares method to value a firm, 275
P
Partnering and partnerships, 156–158
Pay-Performance issues, 233
Personal ethics, 308–315
Personal selling, 103
Personnel management, 102
Pitfalls in strategic planning, 19
Planning, 100
Policies, 14, 217–219
Political, governmental and legal
forces/variables, 68
Politics of strategy choice, 196–197
Porter’s 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
Porter’s five generic strategies, 151
Cost leadership (Type 1 and 2), 152
Differentiation, 153
Focus (Type 4 and 5), 154
Portfolio of businesses, 184–188
Potential development of substitute products, 77
Potential entry of new competitors, 76
Prepare and present a case analysis, 346–358
Preparing a case for class discussion, 351–352
Preparing a written case analysis, 350–357
Price, 258
Price earnings ratio method of value businesses,
275
Pricing, 105, 258
Private-equity acquisitions, 158–160
Proactive/reactive, 320
Process (production/operations function),
113–115
Product, 105, 258
Product and service planning, 51, 104
Product development, 142
Product positioning, 257, 260
Product positioning maps, 261
Production/Operations, 113–115
Audit checklist of questions, 115
Production/Operations functions, 113–114
Production/Operations concerns when
implementing strategies, 115
Profitability ratios, 109
Profit sharing, 232
Pro forma financial statement analysis,
266–271
Projected financial statement analysis,
266–271
Promotion, 105–258
Protectionism, 333
Public image, 51
Publicity, 105–258
Purpose-based marketing, 257