Essentials of Strategic Management

Name: Essentials of Strategic Management
Author: Martyn R. Pitt, Dimitrios Koufopoulos
ISBN: 9781849201872

by Martyn R. Pitt, Dimitrios Koufopoulos

Paperback

Essentials of Strategic Management

by Martyn R. Pitt, Dimitrios Koufopoulos

Paperback

Condition

Overview

Built on the belief that strategic management principles are more straightforward than they seem, this textbook has been developed to cover the essential principles of any strategic management course and how to apply them in the real world.

FormatPaperback

LanguageEnglish

PublisherSAGE Publications, Limited

Publication DateMay. 2nd, 2012

ISBN-139781849201872

Dimensions7.30 x 9.00 x 1.00 inches

ISBN-101849201870

Shipping Weight1.82 lbs

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Professional Reviews

This is a fantastically well written text which incorporates the latest thinking on strategic management. Striking a balance between theory and application, it is extremely readable and loaded with a wide range of case studies. An essential source for undergraduate, postgraduate and professional courses on strategic management Dr Tahir Rashid Lecturer in Strategy and Marketing, Salford Business School. University of Salford

List of tables	p. ix
List of Figures	p. x
List of case studies	p. xiii
Preface	p. xv
The Essence of Strategy and Strategic Management	p. 1
Introduction: the Nature and Significance of Strategy	p. 2
Strategic Management in Theory and Practice	p. 3
Important Strategy Concepts	p. 5
The 'Design-plus' Strategic Management Framework	p. 19
Summary	p. 26
Exercises for Further Study and Discussion	p. 27
Suggestions for Further Reading	p. 27
Understanding the External Environment	p. 30
Introduction	p. 31
Characteristics of the External Environment	p. 32
A Systematic Framework for Macro Environmental Analysis	p. 39
Methods for Scanning and Assessing the Macro Environment	p. 49
Summary	p. 54
Exercises for Further Study and Discussion	p. 55
Suggestions for Further Reading	p. 55
Industry Sector Environments	p. 57
Introduction: Market and Industry Sector Environments	p. 60
Factors that drive Industry Sector Structure and Enterprise Conduct	p. 62
Structural Characteristics of Industry Sectors	p. 63
External Factors that Affect the Industry Sector	p. 74
Demand Influences	p. 81
Analysing Market and Industry Sector Environments	p. 85
Summary	p. 94
Exercises for Further Study and Discussion	p. 94
Suggestions for Further Reading	p. 95
Enterprise Stakeholders, Identity and Purpose	p. 98
Introduction: Why Does This Enterprise Exist?	p. 100
Stakeholders: for Whom this Enterprise Exists	p. 100
Enterprise Mission, Vision and Objectives	p. 102
Stakeholder Priorities and Strategic Agendas	p. 108
Enterprise Identity and Ethos	p. 111
Summary	p. 120
Exercises for Further Study and Discussion	p. 121
Suggestions for Further Reading	p. 121
Enterprise Resources and Distinctive Capabilities	p. 124
Introduction: Why Resources and Capabilities Matter	p. 126
Enterprise Effectiveness and Advantage from Resources and Capabilities	p. 127
Analysing Distinctive Resources and Capabilities	p. 132
The Internal Value-adding Chain	p. 139
Strategic Value-chain Analysis	p. 141
Enterprise Performance Assessment: Accounting Measures	p. 143
Economic Value-added (EVA) Performance Measures	p. 151
Non-financial and Qualitative Performance Measures	p. 154
Actions Arising from Performance Assessment	p. 155
Reflections on the Resource-Based View of Advantage	p. 155
Summary	p. 157
Exercises for Further Study and Discussion	p. 158
Suggestions for Further Reading	p. 158
Strategic Decision-Making	p. 161
Introduction: Strategic Issue Diagnosis and Decision Making	p. 163
Constructing the Strategic Position Statement	p. 164
Strategic Decision-making	p. 171
Constraints on Issue Diagnosis and Decision-making	p. 177
Summary	p. 180
Exercises for Further Study and Discussion	p. 181
Suggestions for Further Reading	p. 181
Enterprise-level Strategy Frameworks	p. 184
Introduction: Why Strategy Frameworks?	p. 185
Archetype Frameworks	p. 188
Matrix Frameworks	p. 194
Directional (Vector) Strategy Frameworks	p. 200
Reflections on the Generic Strategy Approach	p. 203
Summary	p. 205
Exercises for Further Study and Discussion	p. 206
Suggestions for Further Reading	p. 206
Scale, Non-Scale and Vertical Strategies	p. 208
Introduction: Scale and Non-scale Capabilities as Sources of Sustainable Advantage	p. 210
Strategies based on Scale-exploiting Capabilities	p. 210
Strategies Based on Non-scale Capabilities	p. 216
Can Scale and Non-scale Strategic Priorities Be Combined?	p. 219
Vertical (Supply Chain) Strategies	p. 220
Summary	p. 227
Exercises for Further Study and Discussion	p. 227
Suggestions for Further Reading	p. 228
Innovation Strategies	p. 230
Introduction: Strategies through the Demand Lifecycle	p. 232
Emergent Phase Strategies	p. 233
Rapid-growth Phase Strategies	p. 236
Maturity Phase Strategies	p. 239
Decline Phase Strategies	p. 242
Innovation-Intensive Strategies	p. 243
Innovative Learning Cycles	p. 251
Summary	p. 255
Exercises for Further Study and Discussion	p. 256
Suggestions for Further Reading	p. 256
Diversification Strategies in the Multi-activity Enterprise	p. 259
Introduction: the Concept of Diversification	p. 261
Diversification and Corporate Strategy	p. 261
Classification of Diversification Strategies	p. 264
Strategic Management of the Diversified, Multi-activity Enterprise	p. 269
Other Corporate-level Responsibilities	p. 279
The Roles of Strategic Business Unit Managers	p. 280
The Performance of Diversified Enterprises	p. 281
Summary	p. 287
Exercises for Further Study and Discussion	p. 288
Suggestions for Further Reading	p. 288
Acquisition, Merger and Alliance Strategies	p. 292
Introduction: Acquisitions, Mergers and Alliances	p. 293
Acquisition and Merger Strategies	p. 294
Alliance (Collaboration) Strategies	p. 306
Joint Venture Strategic Alliances	p. 309
Non-JV Alliances	p. 311
Less-formal Network Alliances	p. 316
Alliance Strategies and Performance	p. 319
Summary	p. 321
Exercises for Further Study and Discussion	p. 321
Suggestions for Further Reading	p. 322
Multinational and Global Strategies	p. 325
Introduction: Cross-border Operations Require New Strategies	p. 327
Patterns of International Expansion	p. 328
Distinctive National Characteristics and Development Paths	p. 333
Global Convergence: the Significance of 'Megatrends'	p. 337
International Generic Strategies	p. 339
Organizing the International Enterprise	p. 345
Summary	p. 353
Exercises for Further Study and Discussion	p. 354
Suggestions for Further Reading	p. 355
Strategy Implementation and Change Management	p. 359
Introduction: 'Making Strategy Happen'	p. 360
Successful strategy implementation	p. 362
Integration: the Key Implementation Challenge	p. 364
Organizational Design	p. 368
Strategic Planning Systems and Control Processes	p. 377
Managing Strategic Change and Transformation	p. 384
Summary	p. 395
Exercises for Further Study and Discussion	p. 396
Suggestions for Further Reading	p. 397
References	p. 403
Glossary	p. 428
Index	p. 437
Table of Contents provided by Ingram. All Rights Reserved.

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Overview

Product Details

FormatPaperback

LanguageEnglish

PublisherSAGE Publications, Limited

Publication DateMay. 2nd, 2012

ISBN-139781849201872

Dimensions7.30 x 9.00 x 1.00 inches

ISBN-101849201870

Shipping Weight1.82 lbs

Professional Reviews

List of tables	p. ix
List of Figures	p. x
List of case studies	p. xiii
Preface	p. xv
The Essence of Strategy and Strategic Management	p. 1
Introduction: the Nature and Significance of Strategy	p. 2
Strategic Management in Theory and Practice	p. 3
Important Strategy Concepts	p. 5
The 'Design-plus' Strategic Management Framework	p. 19
Summary	p. 26
Exercises for Further Study and Discussion	p. 27
Suggestions for Further Reading	p. 27
Understanding the External Environment	p. 30
Introduction	p. 31
Characteristics of the External Environment	p. 32
A Systematic Framework for Macro Environmental Analysis	p. 39
Methods for Scanning and Assessing the Macro Environment	p. 49
Summary	p. 54
Exercises for Further Study and Discussion	p. 55
Suggestions for Further Reading	p. 55
Industry Sector Environments	p. 57
Introduction: Market and Industry Sector Environments	p. 60
Factors that drive Industry Sector Structure and Enterprise Conduct	p. 62
Structural Characteristics of Industry Sectors	p. 63
External Factors that Affect the Industry Sector	p. 74
Demand Influences	p. 81
Analysing Market and Industry Sector Environments	p. 85
Summary	p. 94
Exercises for Further Study and Discussion	p. 94
Suggestions for Further Reading	p. 95
Enterprise Stakeholders, Identity and Purpose	p. 98
Introduction: Why Does This Enterprise Exist?	p. 100
Stakeholders: for Whom this Enterprise Exists	p. 100
Enterprise Mission, Vision and Objectives	p. 102
Stakeholder Priorities and Strategic Agendas	p. 108
Enterprise Identity and Ethos	p. 111
Summary	p. 120
Exercises for Further Study and Discussion	p. 121
Suggestions for Further Reading	p. 121
Enterprise Resources and Distinctive Capabilities	p. 124
Introduction: Why Resources and Capabilities Matter	p. 126
Enterprise Effectiveness and Advantage from Resources and Capabilities	p. 127
Analysing Distinctive Resources and Capabilities	p. 132
The Internal Value-adding Chain	p. 139
Strategic Value-chain Analysis	p. 141
Enterprise Performance Assessment: Accounting Measures	p. 143
Economic Value-added (EVA) Performance Measures	p. 151
Non-financial and Qualitative Performance Measures	p. 154
Actions Arising from Performance Assessment	p. 155
Reflections on the Resource-Based View of Advantage	p. 155
Summary	p. 157
Exercises for Further Study and Discussion	p. 158
Suggestions for Further Reading	p. 158
Strategic Decision-Making	p. 161
Introduction: Strategic Issue Diagnosis and Decision Making	p. 163
Constructing the Strategic Position Statement	p. 164
Strategic Decision-making	p. 171
Constraints on Issue Diagnosis and Decision-making	p. 177
Summary	p. 180
Exercises for Further Study and Discussion	p. 181
Suggestions for Further Reading	p. 181
Enterprise-level Strategy Frameworks	p. 184
Introduction: Why Strategy Frameworks?	p. 185
Archetype Frameworks	p. 188
Matrix Frameworks	p. 194
Directional (Vector) Strategy Frameworks	p. 200
Reflections on the Generic Strategy Approach	p. 203
Summary	p. 205
Exercises for Further Study and Discussion	p. 206
Suggestions for Further Reading	p. 206
Scale, Non-Scale and Vertical Strategies	p. 208
Introduction: Scale and Non-scale Capabilities as Sources of Sustainable Advantage	p. 210
Strategies based on Scale-exploiting Capabilities	p. 210
Strategies Based on Non-scale Capabilities	p. 216
Can Scale and Non-scale Strategic Priorities Be Combined?	p. 219
Vertical (Supply Chain) Strategies	p. 220
Summary	p. 227
Exercises for Further Study and Discussion	p. 227
Suggestions for Further Reading	p. 228
Innovation Strategies	p. 230
Introduction: Strategies through the Demand Lifecycle	p. 232
Emergent Phase Strategies	p. 233
Rapid-growth Phase Strategies	p. 236
Maturity Phase Strategies	p. 239
Decline Phase Strategies	p. 242
Innovation-Intensive Strategies	p. 243
Innovative Learning Cycles	p. 251
Summary	p. 255
Exercises for Further Study and Discussion	p. 256
Suggestions for Further Reading	p. 256
Diversification Strategies in the Multi-activity Enterprise	p. 259
Introduction: the Concept of Diversification	p. 261
Diversification and Corporate Strategy	p. 261
Classification of Diversification Strategies	p. 264
Strategic Management of the Diversified, Multi-activity Enterprise	p. 269
Other Corporate-level Responsibilities	p. 279
The Roles of Strategic Business Unit Managers	p. 280
The Performance of Diversified Enterprises	p. 281
Summary	p. 287
Exercises for Further Study and Discussion	p. 288
Suggestions for Further Reading	p. 288
Acquisition, Merger and Alliance Strategies	p. 292
Introduction: Acquisitions, Mergers and Alliances	p. 293
Acquisition and Merger Strategies	p. 294
Alliance (Collaboration) Strategies	p. 306
Joint Venture Strategic Alliances	p. 309
Non-JV Alliances	p. 311
Less-formal Network Alliances	p. 316
Alliance Strategies and Performance	p. 319
Summary	p. 321
Exercises for Further Study and Discussion	p. 321
Suggestions for Further Reading	p. 322
Multinational and Global Strategies	p. 325
Introduction: Cross-border Operations Require New Strategies	p. 327
Patterns of International Expansion	p. 328
Distinctive National Characteristics and Development Paths	p. 333
Global Convergence: the Significance of 'Megatrends'	p. 337
International Generic Strategies	p. 339
Organizing the International Enterprise	p. 345
Summary	p. 353
Exercises for Further Study and Discussion	p. 354
Suggestions for Further Reading	p. 355
Strategy Implementation and Change Management	p. 359
Introduction: 'Making Strategy Happen'	p. 360
Successful strategy implementation	p. 362
Integration: the Key Implementation Challenge	p. 364
Organizational Design	p. 368
Strategic Planning Systems and Control Processes	p. 377
Managing Strategic Change and Transformation	p. 384
Summary	p. 395
Exercises for Further Study and Discussion	p. 396
Suggestions for Further Reading	p. 397
References	p. 403
Glossary	p. 428
Index	p. 437
Table of Contents provided by Ingram. All Rights Reserved.

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Essentials of Strategic Management

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