strategic-management

366 INDEX
Q
OSPM, 192–196
Quality (production/operations function),
113–115
Quantitative Strategic Planning Matrix (OSPM),
192–196
Question marks, 186
R
Ratings, 80
Ratio analysis, 107–111
Rational change strategy, 234
Recession, 335
Reengineering and e-engineering, 230
Relative market share position, 184
Reconciliatory, 52
Research and development, 115–117, 275
Research and development audit, 117
Internal and external, 116
Research and development issues, 115
Resistance to change, 234
Resource allocation, 219
Resource-Based View (RBV), 96
Empirical indicators, 96
Resource similarity, 74
Restructuring, 229
Retrenchment, 146
Retreats, 16
Revised EFE (and IFE) Matrix, 290–291
Rightsizing, 229
Rite, 97
Ritual, 97
Rivalry Among Competing Firms, 75
Rudin’s Law, 173
Rumelt’s Criteria for Evaluating Strategies,
288
S
Saga, 97
Sales promotion, 105, 259
Sample case analysis outline, 346–349
Sarbanes-Oxley Act, 200
Satisfying, 197
Segmentation, 257–259
Self-concept in mission statements, 51
Self-interest change strategy, 234
Selling products/services, 103
Six Sigma, 230
Small businesses, 164
SO Strategies, 178
Social, cultural, demographic and environmental
forces, 66
Variables,
Social policy, 315, 335
Japan versus the world, 338
Social networking web sites, 254–256
Social policies on retirement, 316
Social responsibility (Chapter 10), 305–317
Songbirds and coral reefs in trouble, 322
Sources of external information, 78
SPACE Matrix, 181–184
ST Strategies, 178
STAS, 195
Stability Position (SP), in SPACE, 181
Staffing, 100
Standards, 292–295
Stakeholders, 49
Stars, 186
Statement of beliefs, 44
Statement of philosophy, 44
Statement of purpose, 44
Stock financing, 262–266
Story, 97
Strategic Business Unit (SBU) structure, 225
Strategic objectives, 133–136
Strategic management, 6
Art vs Science Issue, 301
Benefits, 16–18
Case analysis, 346–358
Challenges, 301–304
Definition, 5–6
Guidelines for effective strategic
management, 21, 298
In nonprofit and governmental organizations,
162–163
In small firms, 164
Levels of your own health, 243
Model, 14–16, 45, 61, 136, 176, 214
Process, 6
Secret vs open discussion, 301–302
Stages, 6–7
Terms, 9–15
Visible vs hidden issue, 301–302
Strategic Management Club Online, 6, 38–39
Assurance of Learning Exercise, 38–39
Strategic objectives, 33
Strategic planning, 6
Art vs Science Issue, 301
Challenges, 301
Pitfalls, 19
Process of generating and selecting strategies,
172–185
Quotes, 3, 41, 59, 91, 131, 173, 211, 251, 285,
309, 329
Software, 118
Why some firms do no strategic planning,
18–19
Strategic Position and Action Evaluation
(SPACE) Matrix, 181–184
Strategies, 13, 97
Backward integration, 140
Bankruptcy, 147
Diversification, 143
Divestiture, 148
Forward integration, 139
Franchising, 139
Generic, 151
Horizontal integration, 141
Levels of, 138
Liquidation, 149
Market development, 142
Market penetration, 141
Means for achieving, 155–162, 188
Product development, 142
Related diversification, 144
Retrenchment, 146
Types of, 136
Unrelated diversification, 144
Vertical integration, 139
Strategos, 21
Strategists, 10–11
Strategy-structure relationship, 220–229
Strategy-supportive culture, 97–99, 235–236
Strategy and culture, 97–99, 235–236
Cultural products, 97
Strategy analysis and choice, 196–197
Strategy Club, 6, 38–39
Strategy evaluation, 7, 15, 45
Strategy Evaluation (Chapter 9), 286–307
Activities, 14–15
Art vs Science Issue, 301
Auditing, 300
Balanced scorecard, 295–296
Challenges, 301
Characteristics of an effective evaluation
system, 298
Contingency planning, 299
Framework, 290–295
Measuring organizational performance,
292–297
Published sources, 297
Reviewing bases of strategy, 290
Review, evaluation, and control (Chapter 9),
284–303
Taking corrective actions, 294
Top-Down or Bottom-Up strategic planning,
302
Visible vs hidden issue, 301
Strategy formulation, 6, 15, 45, 176, 213–223
Analytical framework, 177
Cultural aspects, 196
Decision stage, 192
Framework, 176–177
Governance issues, 198
Input stage, 177
Matching stage, 177
Politics of, 196–197
Versus strategy implementation, 6, 213
Strategy implementation, 6, 15, 45, 252
Strategy implementation (Chapter 7) –
Management and Operations Issues,
213–249
Balancing work life and home life, 240–242
Benefits of a diverse workforce, 242
Chandler’s strategy/structure relationship,
221
Corporate wellness programs, 242–243
Creating a strategy-supportive culture, 235
Do’s and don’ts in developing organization
charts, 228–229
Divisional structure, 222–225
Employee stock ownership plans (ESOPs),
239
Functional structure, 222
Human resource concerns when implementing
strategies, 237–243
Linking performance and pay to strategies,
231–234
Management and operations issues (Chapter
7), 210–240
Managing resistance to change, 234
Marketing, Finance/Accounting, R&D, and
MIS Issues (Chapter 8), 250–270
Matrix structure, 226–227
Production/Operations concerns when
implementing strategies, 236–237
Restructuring, reengineering,
and e-engineering, 229–231
Strategic business unit (SBU) structure, 225
Versus strategy formulation, 6, 213
Strategy implementation (Chapter 8) –
Marketing, Finance, R&D, MIS Issues,
252–283
Acquiring capital, 262–266
Advertising media, 256–257
Current marketing issues, 253–254
Deciding whether to go public, 275
EPS-EBIT analysis, 262–266
Evaluating the worth of a business, 273–275
Finance/Accounting issues, 261–272
Financial budgets, 271–273
Internet, 259
Market segmentation, 257–260
Marketing issues, 253–260
MIS issues, 277–278
New source of funding, 266
New principles of marketing, 254–256
Product positioning, 260–261
Projected financial statement analysis,
266–271
Purposed-based marketing, 257
Research and development issues, 275–277
Wellness programs, 242
Strategy profiles, 181–184
Strategy review, evaluation, and control,
284–304
Strengths-Weaknesses-Opportunities-Threats
(SWOT) Matrix, 178
Strengths, 178
Structure and strategy, 220–229
Sum Total Attractiveness Scores (TAS) (in a
QSPM), 195
Sustainability, 310, 317–322
Sustainability Report, 317