Mastering Strategic Management v2 2nd edition by Dave Ketchen, Jeremy Short – Ebook PDF Instant Download/Delivery: 1453335369, 9781453335369
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ISBN 10: 1453335369
ISBN 13: 9781453335369
Author: Dave Ketchen, Jeremy Short
The authors draw on insights from various functional areas such as marketing, finance, and accounting to demonstrate how top executives make effective strategic decisions. Students are encouraged to engage with the material and concepts through graphic displays, illustrative examples, and unique motion-picture links. This edition was updated with fresh cases and examples that expose students to the current and relevant knowledge needed to make the smart choices that drive an organization’s successful performance.
Mastering Strategic Management v2 2nd Table of contents:
Chapter 1: Mastering Strategy: Art and Science
1.1: Defining Strategic Management and Strategy
What Is Strategic Management?
Defining Strategy: The Five Ps
Strategy as a Plan
Strategy as a Ploy
Strategy as a Pattern
Strategy as a Position
Strategy as a Perspective
1.2: Intended, Emergent, and Realized Strategies
Intended and Emergent Strategies
Realized Strategy
1.3: The History of Strategic Management
Strategy in Ancient Times
Lessons Offered by Military Strategy
Strategic Management as a Field of Study
1.4: Understanding the Strategic Management Process
Modeling the Strategy Process
1.5: Conclusion
Endnotes
Chapter 2: Leading Strategically
2.1: Vision, Mission, and Goals
The Importance of Vision
Mission Statements
Pursuing the Vision and Mission through SMART Goals
2.2: Assessing Organizational Performance
Organizational Performance: A Complex Concept
The Balanced Scorecard
Financial Measures
Customer Measures
Internal Business Process Measures
Learning and Growth Measures
Measuring Performance Using the Triple Bottom Line
2.3: The CEO as Celebrity
Benefits and Costs of CEO Celebrity
Types of CEOs
Celebrity Rehabilitation
2.4: Entrepreneurial Orientation
The Value of Thinking and Acting Entrepreneurially
Autonomy
Competitive Aggressiveness
Innovativeness
Proactiveness
Risk Taking
Building an Entrepreneurial Orientation
2.5: Conclusion
Endnotes
Chapter 3: Evaluating the External Environment
3.1: The Relationship between an Organization and Its Environment
What Is the Environment?
Why Does the Environment Matter?
3.2: Evaluating the General Environment
The Elements of the General Environment: PESTEL Analysis
P Is for “Political”
E Is for “Economic”
S Is for “Social”
T Is for “Technological”
E Is for “Environmental”
L Is for “Legal”
3.3: Evaluating the Industry
The Purpose of Five Forces Analysis
The Rivalry among Competitors in an Industry
The Threat of Potential New Entrants to an Industry
The Threat of Substitutes for an Industry’s Offerings
The Power of Suppliers to an Industry
The Power of an Industry’s Buyers
The Limitations of Five Forces Analysis
3.4: Mapping Strategic Groups
3.5: Conclusion
Endnotes
Chapter 4: Managing Company Resources
4.1: Resource-Based Theory
Four Characteristics of Strategic Resources
From Resources to Capabilities
Is Resource-Based Theory Old News?
The Marketing Mix
4.2: Intellectual Property
Defining Intellectual Property
Patents
Trademarks
Copyrights
Trade Secrets
4.3: Value Chain
Elements of the Value Chain
From the Value Chain to Best Value Supply Chains
4.4: Beyond Resource-Based Theory: Other Views on Company Performance
4.5: SWOT Analysis
4.6: Conclusion
Endnotes
Chapter 5: Selecting Business-Level Strategies
5.1: Understanding Business-Level Strategy through “Generic Strategies”
Why Examine Generic Strategies?
Limitations of Generic Strategies
5.2: Cost Leadership
The Nature of the Cost Leadership Strategy
Advantages and Disadvantages of Cost Leadership
5.3: Differentiation
The Nature of the Differentiation Strategy
Advantages and Disadvantages of Differentiation
5.4: Focused Cost Leadership and Focused Differentiation
The Nature of the Focused Cost Leadership Strategy
The Nature of the Focused Differentiation Strategy
Advantages and Disadvantages of the Focus Strategies
5.5: Best-Cost Strategy
The Challenge of Following a Best-Cost Strategy
Pursuing the Best-Cost Strategy through a Low-Overhead Business Model
5.6: Stuck in the Middle
Stuck in the Middle: Neither Inexpensive nor Differentiated
Doing Everything Means Doing Nothing Well
Getting Outmaneuvered by Competitors
5.7: Conclusion
Endnotes
Chapter 6: Supporting the Business-Level Strategy: Competitive and Cooperative Moves
6.1: Making Competitive Moves
Being a First Mover: Advantages and Disadvantages
Disruptive Innovation
Footholds
Blue Ocean Strategy
Bricolage
6.2: Responding to Competitors’ Moves
Speed Kills
So . . . We Meet Again
Responding to a Disruptive Innovation
Fighting Brands: Get Ready to Rumble
6.3: Making Cooperative Moves
Joint Ventures
Strategic Alliances
Colocation
Co-opetition
Get Moving!
6.4: Conclusion
Endnotes
Chapter 7: Competing in International Markets
7.1: Advantages and Disadvantages of Competing in International Markets
Access to New Customers
Lowering Costs
Diversification of Business Risk
Political Risk
Economic Risk
Cultural Risk
7.2: Drivers of Success and Failure When Competing in International Markets
Demand Conditions
Factor Conditions
Related and Supporting Industries
Company Strategy, Structure, and Rivalry
7.3: Types of International Strategies
Multidomestic Strategy
Global Strategy
Transnational Strategy
7.4: Options for Competing in International Markets
Exporting
Creating a Wholly Owned Subsidiary
Franchising
Licensing
Joint Ventures and Strategic Alliances
7.5: Conclusion
Endnotes
Chapter 8: Selecting Corporate-Level Strategies
8.1: Concentration Strategies
Market Penetration
Market Development
Product Development
Horizontal Integration: Mergers and Acquisitions
8.2: Vertical Integration Strategies
Backward Vertical Integration
Forward Vertical Integration
8.3: Diversification Strategies
Three Tests for Diversification
Related Diversification
Unrelated Diversification
8.4: Strategies for Getting Smaller
Retrenchment
Restructuring
8.5: Portfolio Planning and Corporate-Level Strategy
The Boston Consulting Group (BCG) Matrix
Limitations to Portfolio Planning
8.6: Conclusion
Endnotes
Chapter 9: Executing Strategy through Organizational Design
9.1: The Basic Building Blocks of Organizational Structure
Division of Labor
Vertical and Horizontal Linkages
Informal Linkages
9.2: Creating an Organizational Structure
Simple Structure
Functional Structure
Multidivisional Structure
Matrix Structure
Boundaryless Organizations
Reasons for Changing an Organization’s Structure
9.3: Creating Organizational Control Systems
Output Control
Behavioral Control
Clan Control
Management Fads: Out of Control?
9.4: Legal Forms of Business
Choosing a Form of Business
9.5: Conclusion
Endnotes
Chapter 10: Leading an Ethical Organization: Corporate Governance, Corporate Ethics, and Social Resp
10.1: Boards of Directors
The Many Roles of Boards of Directors
Managing CEO Compensation
The Market for Corporate Governance
10.2: Corporate Ethics and Social Responsibility
Stages of Moral Development
Corporate Scandals and Sarbanes-Oxley
Measuring Corporate Social Performance
10.3: Understanding Thought Patterns: A Key to Corporate Leadership?
Generational Influences on Work Behavior
Rational Decision Making
Decision Biases
10.4: Conclusion
Endnotes
Index
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Tags: Dave Ketchen, Jeremy Short, Mastering Strategic