Strategic Analysis and Action Edition 9 by Mary M. Crossan EBOOK PDF Instant Download




Strategic Analysis and Action Edition 9 by Mary M. Crossan EBOOK PDF Instant Download

Table of Contents

Strategic Analysis and Action
Brief Contents
Suggestions for Use
New to This Edition
Test Item File (ISBN 978-0-13-430808-1)
Learning Solutions Managers
Chapter 1 A General Management Perspective
The Job of the General Manager
Assessing Performance
Using the Performance Matrix
Setting Direction: Vision, Mission, Values
Guiding Philosophy
Core Purpose?
Tangible Image
Mission Statement?
Vivid Description?
Reasonable Expectations of a Vision Process
Process Concerns
A Final Vision Check
From Vision, Mission, and Values to Strategy
Strategic Analysis, Planning, and Business Plans
Additional Readings
Chapter 2 Strategy
The Essentials of the Strategy Model
The Role of Strategy
Strategy in a Single Business
Goal Structures
Describing Goal Structures
Goals and Competitive Advantage
Product Market Focus
Describing Product Market Focus
Building a Product Market Matrix: An Example
Product Market Focus and Competitive Advantage
Value Proposition
Describing Value Propositions
The Value Proposition and Competitive Advantage
Core Activities
Describing Core Activities
Core Activities and Competitive Advantage
Putting the Strategy Components Together
Other Strategy Perspectives
Corporate Strategy
Describing Corporate Strategy
Corporate Strategy and Competitive Advantage
Corporate Strategy and Corporate General Management
Additional Readings
Chapter 3 The Diamond-E Framework
Introducing the Diamond-E Framework
The Criterion of Consistency
Consistency, Opportunity, and Risk
Strategy, Strategic Proposals, and Strategic Analysis
Using the Diamond-E Framework
The Strategy–Environment Linkage
The Strategy–Resources Linkage
The Strategy–Management Preferences Linkage
The Strategy–Organization Linkage
Strategic Tension
The Process of Strategic Analysis
Step 1: Base Case Analysis
Assess Past and Current Performance
Identify the Strategy
Evaluate the Strategy
Decide on the Nature and Urgency of Required Changes
Step 2: Strategy Formulation and Testing
Generate Strategic Proposals
Evaluate Strategic Proposals
Step 3: Decision and Execution
Chapter 4 Tools for Environment Analysis
Porter’s Five Forces Model
Potential Entrants
Threat of Entry
Economies of Scale
Product Differentiation
Capital Requirements
Cost Advantages Independent of Size
Access to Distribution Channels
Government Policy
Substitute Products
Intensity of Competitive Rivalry
Industry and Organizational Value Chain Analysis
Cooperation and Competition: Game Theory
Math for Strategists
Scenario Planning
New Economy Models
Blue Ocean Strategy
Global Industry Models
Stakeholder Analysis
Chapter 5 Environment Analysis: The Strategy–Environment Linkage
Conducting Environment Analysis
Step 1: Focus the Environment Analysis
Performance Assessment as a Focusing Tool
The Strategic Proposal as a Focusing Tool
Jantzen Technologies: A Case Study
Jantzen’s Strategy as a Focusing Tool
The Profit Model as a Focusing Tool
High Fixed Cost Structures
High Variable Cost Structures
High Break-Even Points
High Up-Front Investment
Inflexible Investment Structures
The Profit Model as a Focusing Tool: The Jantzen Example
Defining the Right Time Horizon
Pace of External Change
Flexibility of Commitment
Implementation Horizon
Defining the Right Time Horizon: The Jantzen Example
Minimizing the Risks of Focus
Macroenvironment Scanning
Identifying Market Intrusions
Step 2: Test the Strategy–Environment Linkage
Needs and Preferences
Scale and Timing of Market Development
Customer Bargaining Power
Supplier Competence and Bargaining Power
Competition for Raw Materials and People
Aggregate Competitive Conditions
Individual Competitor Strategies
Government Support
Changes in Trade Policy
Regulatory Compliance
Testing the Strategy–Environment Linkage: The Jantzen Example
First Check for Fit or Recycle
Step 3: Forecast Performance
Step 4: Rank against other Proposals
Additional Readings
Chapter 6 Resource Analysis: The Strategy–Resource Linkage
The Nature of Resources
Other Characterizations of Resources
Resources and Competitive Advantage
The Dual Role of Resources
The Constraining Role of Resources
The Driving Role of Resources
Resource Analysis
Step 1: Identify Resource Requirements
Step 2: Test the Strategy–Resource Linkage
Marketing Resources
Operations Resources
Financial Resources
Human Resources
Step 3: Develop Gap-Closing Analysis
Additional Costs
The Probability of Success
The Costs of Failure
Step 4: Move to the Next Step in the Diamond-E Analysis
Dynamic Resources
Resources and the Scope of the Firm
Additional Readings
Chapter 7 Management Preference Analysis: The Strategy–Management Preference Linkage
Value Creation, Capture, and Distribution
Reconciling Stakeholder Interests
Corporate Governance
Corporate Social Responsibility
Management as a Key Stakeholder
Inconsistency between Proposed and Preferred Strategy
Inconsistency between Preferred Strategy and other Realities
The Role of Management Preferences
The Roots of Strategic Preference
Personal Attributes
Job Context
Job Definition
Job Relations
Frozen Preference
Matching Preferences and Strategy
Step 1: Identify the Required Management Preferences
Step 2: Test the Strategy–Preferences Linkage
Step 3: Develop Gap-Closing Analysis
Framing the Gap-Closing Issues—Individual Managers
Minimal Conflict
Moderate Conflict
Serious Conflict
Gap-Closing Actions and Risks—Individual Managers
Framing the Gap-Closing Issues—Groups of Managers
Minimal Conflict
Moderate Conflict
Serious Conflict
Management Preferencesand Competitive Analysis
Chapter 8 Strategy and Organization
Organizational Capabilities
Step 1: Identify Required Organizational Capabilities
Step 2: Identify Capability Gaps
Step 3: Develop New Organizational Capabilities
Organization Structure
Functional Structure
Product Organization
Geographic Structure
Strategic Alliances
Choosing a Structure
Management Processes
Decision-Making Processes
Operating Processes
Performance Assessment and Reward Processes
Leadership Behaviour
Do You Have the Right Leaders?
Using All Three Leverage Points
Step 4: Assess Feasibility
Chapter 9 Strategic Choice
Strategy as a Dynamic Process
Setting Direction
Focusing Effort
Defining the Organization
Providing Consistency
Strategy as Planning
Strategy as Learning
Cognitive Biases12
Organizational Learning and Strategic Renewal
Reconciling the Tensions in Strategic Renewal
Leadership for Strategic Renewal
The Practical Matter of Strategic Choice at a Point of Time
Additional Readings
Chapter 10 Implementing Strategy: Change Agenda and Starting Conditions
Types of Strategic Change
Strategic Decline
Leadership Style
Implementing Strategic Change
The Change Plan
Change Agenda
Analysis of Starting Conditions
Need for Change: The Crisis Curve
Crisis Change
Crisis Change Conditions
Management Issues
Anticipatory Change
Anticipatory Change Conditions
Management Issues
Reactive Change
Reactive Change Conditions
Management Issues
Organizational Readiness for Change
Target Group Identification
Target Group Readiness
Target Group Sense of Urgency
Target Group Capability
Personal Readiness for Change
The View from Below
Additional Readings
Chapter 11 Implementing Strategy: Guidelines and Action
Establishing Guidelines for Action
Priority Objectives
Behavioural versus Non-Behavioural Objectives
Action Priorities
Adopters and Resistors
Picking Starting Points for Action
Focus versus Scope
Leadership Style
Directive Leadership
The Choice of a Directive Style
The Participative Style
The Choice of a Participative Style
Implementing Pace Decisions
Generic Guidelines
Crisis Change
Preliminary Work
External Targets
Internal Targets
After the Crisis
Anticipatory Change
Preliminary Work
Target Groups
First Steps
Reactive Change
Preliminary Work
Target Groups
First Steps, Style, Pace
Creating an Action Plan
Monitoring Performance
Additional Readings