Authors: Cornelis A De Kluyver, John A. Pearce
ISBN-13: 9780136041405, ISBN-10: 013604140X
Format: Paperback
Publisher: Prentice Hall
Date Published: March 2008
Edition: 3rd Edition
Book Synopsis
This text is a short, up-to-date, practitioner oriented guide to strategy formulation for the established executive.
This edition focuses on strategic “ecosystems,” global tectonics, formulating a base unit strategy, global strategy formulation, shaping the portfolio, and managing the portfolio.
This is intended for practicing executives getting ready to assume executive responsibilities.
Table of Contents
Preface xiii
What Is Strategy? 1
Introduction 1
Strategy Defined 2
Strategic Thinking Continues to Evolve 2
Strategy Versus Tactics 5
Strategy Forces Trade-offs 6
Strategy Should Focus on Value Creation 7
Strategy Is About Creating Options 10
Strategy: An Ecosystem Perspective 11
Strategy as Alignment 12
Is All Strategy Planned? 13
Multiple Levels of Strategy 13
The Role of Stakeholders 13
Vision and Mission 14
Strategic Intent and Stretch 16
Strategy and the Nonprofit Sector 17
The Strategy Formulation Process 19
Steps 19
Strategy and Planning 21
Evaluating Strategic Options 22
Criteria 22
Shareholder Value 23
Strategy and Performance 26
Introduction 26
From Good to Great-About Hedgehogs and Flywheels 28
The 4+2 Formula for Sustained Business Success 31
Excelling at Four Primary Practices 32
Embracing Two ofFour Secondary Practices 34
Strategy and Performance: A Conceptual Framework 36
Strategy, Purpose, and Leadership 38
Strategy and Organizational Change 39
The Balanced Scorecard 44
Performance and Control 47
The Role of the Board 48
Analyzing the External Strategic Environment 53
Introduction 53
Globalization 54
Understanding Globalization 55
Regionalism: A Stepping Stone on the Path Toward a Global Economy? 56
New Powerhouses: India and China 56
Global Tectonics and Their Strategic Implications 58
Global Tectonics 59
12 Global Trends 59
A Global Knowledge Economy-Strategic Implications 68
Risk and Uncertainty 69
Scenario Analysis 70
Global Futures: The Global Scenario Group 71
A New Compact Between Business and Society? 73
Analyzing an Industry 77
Introduction 77
What Is an Industry? 78
Industry Structure and Porter's Five Forces Model 78
Industry Evolution 82
Four Trajectories of Change 83
Industry Structure, Concentration, and Product Differentiation 84
Product Life Cycle Analysis 85
New Patterns 88
Methods for Analyzing an Industry 89
Segmentation 89
Competitor Analysis 90
Strategic Groups 92
Analyzing Product/Market Scope 93
Market Analysis 93
Growth Vector Analysis 94
Gap Analysis 95
Profit Pool Analysis 96
Analyzing an Organization's Strategic Resource Base 97
Introduction 97
Strategic Resources 98
Physical Assets 99
Analyzing a Company's Financial Resource Base 99
Human Capital: A Company's Most Valuable Strategic Resource 105
Organizational Strategic Resources 106
The Importance of Brands 108
Core Competencies 109
Forces for Change 111
Internal Forces for Change 111
Company Life Cycle Forces for Change 111
Strategic Forces for Change 113
Stakeholder Analysis 114
Formulating Business Unit Strategy 116
Introduction 116
Foundations 117
Strategic Logic at the Business Unit Level 117
How Much Does Industry Matter? 117
Relative Position 118
The Importance of Market Share 118
The PIMS Project 119
Formulating a Competitive Strategy 120
Key Challenges 120
What Is Competitive Advantage? 121
Value Chain Analysis 122
Porter's Generic Business Unit Strategies 125
Differentiation or Low Cost? 125
Requirements for Success 127
Risks 129
The Saga of Dell 129
Critique of Porter's Generic Strategies 130
Value Disciplines 132
Product Leadership 132
Operational Excellence 133
Customer Intimacy 134
Designing a Profitable Business Model 136
Business Unit Strategy: Contexts and Special Dimensions 140
Introduction 140
Emerging, Growth, Mature, and Declining Industries 141
Strategy in Emerging Industries 141
Strategy in Growth Industries 142
Strategy in Mature and Declining Industries 143
Industry Evolution and Functional Priorities 144
Fragmented, Deregulating, and Hypercompetitive Industries 147
Strategy in Fragmented Industries 147
Strategy in a Deregulating Industries 148
Strategy in Hypercompetitive Industries 152
Competitive Reactions Under Extreme Competition 154
Business Unit Strategy: Special Dimensions 156
Speed 156
Pressures to Speed 157
Requirements of Speed 159
Methods to Speed 160
Creating Value Through Innovation 161
Global Strategy Formulation 172
Introduction 172
Globalization and Industrial Clustering 173
Porter's National Diamond 175
Industry Globalization Drivers 177
Global Strategy Formulation 181
Global Strategy Dimensions 182
Entry Strategies 189
Region/Country Analysis 191
How Wal-Mart Went Global 192
Global Strategy and Risk 198
Types of Risk 198
Global Strategy-Exploiting Similarities and Differences 200
Corporate Strategy: Shaping the Portfolio 203
Introduction 203
The Economics of Scale and Scope 204
Economies of Scale 205
Economies of Scope 205
What Is "Core"? 207
Growth Strategies 208
Concentrated Growth Strategies 210
Vertical and Horizontal Integration 211
Diversification Strategies 214
Growth and Strategic Risk 226
Disinvestments: Sell-offs, Spin-offs, and Liquidations 229
Pitfalls 229
Corporate Strategy: Managing the Portfolio 232
Introduction 232
Managing a Portfolio of Businesses 233
Early Perspectives: Management as "Structure Follows Strategy" 233
The BCG Approach to Portfolio Management 234
General Electric Business Screen 237
MACS: McKinsey's Market-Activated Corporate Strategy Framework 237
Life Cycle Matrix 241
Limitations of Portfolio Analysis Techniques 242
The Value-Based Approach to Portfolio Management 243
The Resource-Based Approach to Portfolio Management 245
Using a Portfolio Approach for Managing Alliances 246
The Role of the Corporate Office 247
Corporate Strategic Planning 249
From Strategic Planning to Strategic Management 250
Corporate Strategic Planning as a Process 252
Limitations of Strategic Planning 254
Horizontal Strategies for Managing a Portfolio 254
Resource Sharing 255
Learning and Transferring Critical Skills 255
Creating a Learning Organization 256
The Boundaryless Organization 257
Knowledge Management 258
Evaluating Strategy Options at the Corporate Level 259
Index 263
Subjects