Strategic Thinking : An Executive Perspective / Edition 1

Strategic Thinking : An Executive Perspective / Edition 1

by Cornelis A. de Kluyver
     
 

ISBN-10: 0130209953

ISBN-13: 9780130209955

Pub. Date: 06/28/1999

Publisher: Pearson

Technology and global events are changing the corporate environment at a furious pace; for executives to succeed, they must keep up with these changes and with new ways of strategic thinking. This book is one of the only brief, up-to-date, truly readable overviews of the field of strategy. Maintains a conversational tone, topical coverage, and practical approach.

Overview

Technology and global events are changing the corporate environment at a furious pace; for executives to succeed, they must keep up with these changes and with new ways of strategic thinking. This book is one of the only brief, up-to-date, truly readable overviews of the field of strategy. Maintains a conversational tone, topical coverage, and practical approach. Provides a broad perspective on the major issues in strategy development. Places topics in context through the use of real examples and, where appropriate, relevant historical references. Treats change and uncertainty, examining the importance of changes in a firm's external strategic environment and the impact of evolutionary forces on strategy formulation. Takes a resource-based perspective encompassing strategic, physical, financial, and human resources. Ideal for executives who wish to refresh their knowledge about the major issues in strategy development, particularly executives preparing to assume broader duties in their corporations. Also an excellent companion volume to case analysis for MBA programs.

Product Details

ISBN-13:
9780130209955
Publisher:
Pearson
Publication date:
06/28/1999
Pages:
150
Product dimensions:
6.99(w) x 9.20(h) x 0.50(d)

Related Subjects

Table of Contents

What Is Strategy?
1(21)
Introduction
1(2)
What Is Strategy?
3(4)
The essence of strategic thinking
3(1)
Strategy versus tactics
4(1)
Strategy forces trade-offs
4(1)
Strategy as value creation
5(1)
Strategy as a portfolio of options
6(1)
The importance of stakeholders
6(1)
Levels of strategy
7(1)
Formulating Strategy
7(5)
Process
7(2)
Strategy and planning
9(1)
Mission, vision, goals, and objectives
9(2)
Strategic intent and stretch
11(1)
The Evolution of Strategic Thinking
12(2)
Early contributions---the industrial economics perspective
12(1)
The resource-based view of strategic thinking
13(1)
Strategy Formulation in the Twenty-First Century: New Issues
14(2)
The changing strategy context
14(1)
Challenging conventional wisdom
15(1)
Evaluating Strategy Options
16(1)
Criteria
16(1)
Shareholder value
16(1)
What's Ahead?
17(2)
A Final Word Before We get Started
19(3)
Change and Uncertainty in the External Strategic Environment
22(21)
Introduction
22(1)
Why environmental change matters
22(1)
Changes in the External Environment
23(5)
Globalization
23(1)
The information age
24(1)
The biotechnology revolution
25(1)
Changing demographics
25(1)
A new business cycle?
26(1)
The euro
26(1)
Regulatory issues
26(1)
Nostalgia time?
27(1)
Changes in the Industry Environment
28(7)
What is an industry?
28(1)
Industry structure analysis and Porter's five forces model
29(3)
Strategic groups
32(1)
Industry evolution
32(1)
Dimensions of industry evolution
33(1)
New patterns
34(1)
Dealing with Uncertainty
35(6)
Uncertainty is a given
35(1)
The concept of a change arena
35(2)
Scenario planning
37(1)
An example
37(1)
Dealing with uncertainty
38(2)
Implications for strategy
40(1)
Summary
41(1)
Notes
41(2)
Leveraging Internal Resources and Change Drivers for Strategic Advantage
43(16)
Introduction
43(1)
Resources and Core Competencies
44(6)
Resources
44(1)
The value chain
44(1)
Analyzing a company's financial resource base
45(3)
People: a company's most valuable strategic resource
48(1)
Organizational strategic resources and core competencies
49(1)
Analysis of Internal Change Forces
50(3)
Internal change drivers
50(1)
Resistance forces
50(1)
The company life cycle
50(1)
Assessing a company's capacity for change---the 7-S framework
51(2)
Strengths, Weaknesses, Opportunities, and Threats
53(2)
Toward Strategic Intent
55(2)
Mission and vision
55(1)
Expectations
56(1)
Summary
57(1)
Notes
58(1)
Business Unit Strategy
59(24)
Introduction
59(1)
Foundations
60(3)
Strategic logic at the business unit level
60(1)
How much does industry matter?
60(1)
Relative position
61(1)
How important is market share?
62(1)
Findings from the PIMS project
62(1)
Porter's Generic Strategies
63(3)
Requirements for success
63(2)
Risks
65(1)
A success story: Dell Computer
65(1)
Value disciplines
66(1)
Strategic Analysis at the Business Unit Level
66(7)
Process
66(2)
Profit pool analysis
68(1)
Analyzing product/market scope
68(1)
Gap analysis
69(1)
Segmentation
69(1)
Competitor analysis
70(1)
Product life cycle analysis
71(1)
Critical success factors
71(2)
Strategy and Context
73(4)
Strategy in emerging or embryonic industries
73(1)
Strategy in growth industries
73(1)
Strategy in mature and declining industries
74(1)
Strategy in fragmented industries
74(1)
Strategy in a deregulating environment
75(1)
Strategy in global industries
76(1)
Other Dimensions of Business Unit Strategy
77(4)
Creating value through innovation
77(1)
Timing: key to strategic effectiveness
78(1)
Entry and exit decisions
79(1)
Vertical integration
79(1)
Links with corporate strategy
80(1)
Summary
81(1)
Notes
81(2)
Corporate Strategy
83(26)
Introduction
83(1)
The Economics of Scale and Scope
84(3)
The "logic of managerial enterprise"
84(1)
Timing is key
85(1)
The diversification movement of the 1960s
85(1)
The decade of restructuring
85(1)
The 1990's: consolidation in the face of globalization
86(1)
Strategy and Corporate Governance
87(1)
Ownership patterns
87(1)
Relationship of corporate governance to strategy
87(1)
The Evolution of Strategic Thinking at the Corporate Level
88(10)
Early perspectives
88(1)
The BCG approach to portfolio analysis
89(2)
Variants of the BCG approach
91(2)
Limitations of portfolio analysis
93(1)
The value-based approach
94(1)
Generic strategies at the corporate level
95(1)
Core competencies and the resource-based view of strategy
96(1)
Today's perspective
97(1)
Analysis of strategic fit among businesses
97(1)
Strategy Options at the Corporate Level
98(6)
Concentrated growth strategies
98(1)
Diversification strategies
98(3)
Mergers and acquisitions
101(1)
Cooperative strategies
102(2)
Parenting Options: The Role of the Corporate Office
104(1)
Outcome Control or Behavior Control?
104(1)
Evaluating Strategy Options at the Corporate Level
105(2)
Issues of valuation
105(1)
Techniques
106(1)
Qualitative factors
107(1)
Summary
107(1)
Notes
107(2)
Global Strategy
109(28)
Introduction
109(1)
Toward a Global Economy
110(4)
Globalization---twice
110(1)
Global corporations
111(1)
Countries
112(2)
Globalization: More Than Coke and Levis Everywhere
114(2)
Globalization as a process
114(1)
Frictions and countereffects
114(1)
The diminished power of the state
115(1)
Industry Globalization
116(6)
Global industries
116(1)
Industry globalization drivers
117(2)
Global industry location
119(3)
What Is a Global Strategy?
122(6)
Nonmarket dimensions of global strategy
122(3)
Toward a global strategy framework
125(3)
Global Strategy and Industry Structure
128(4)
The importance of industry structure---extended "strategic" trade theory
128(1)
Five propositions
128(2)
Global strategy and industry structure
130(2)
Entry Strategies
132(1)
Global Strategy and Risk
133(1)
Summary
134(1)
Notes
135(2)
Strategy and the (R)evolution in Management
137(6)
Introduction
137(1)
The Increasing Importance of Leadership
138(1)
The new mind-set
138(1)
Paradigm shift
138(1)
Rethinking the Organization
139(2)
Toward a learning organization
139(1)
The centerless corporation
140(1)
Notes
141(2)
Index 143

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