Strategy-Specific Decision Making: A Guide for Executing Competitive Strategy

✍ Scribed by William G. Forgang

• Publisher: M.E. Sharpe
• Year: 2004
• Tongue: English
• Leaves: 201
• Category: Library

✦ Synopsis

Providing a novel approach to business policy and strategic management, this book focuses on the implementation of a firm's competitive strategy throughout all levels of the organization.

✦ Table of Contents

Contents......Page 5
List of Figures and Tables......Page 7
Preface......Page 9
Acknowledgments......Page 11
How to Use This Book......Page 13
Note......Page 14
John Chudovas......Page 15
The Recommendations......Page 16
End-of-Case Exercise......Page 17
Getting Started......Page 21
Strategic Management: Design and Execution......Page 22
Strategic Management, Trade-offs, and Decision Making......Page 29
Strategic Leadership: A First Glance......Page 33
Discussion Questions......Page 34
Notes......Page 35
Line of Business and Corporate-Level Strategies......Page 36
The Value Proposition......Page 37
The Cycle of Success......Page 42
Strategy-Specific Decision Making......Page 49
Summary......Page 50
Discussion Questions:......Page 51
Notes......Page 52
Healthy and Unhealthy Debate......Page 53
Management and Decision Making......Page 54
Strategic Compared with Nonstrategic Decisions......Page 57
A Systems Approach: Managing by Competitive Theme......Page 59
Strategy as the Decision-Making Lens......Page 60
Lessons Learned: The Art of Decision Making......Page 66
Key Themes and Terms......Page 67
Notes......Page 68
Performance-Based Measurement Systems......Page 69
Knowledge Management......Page 83
Key Themes and Terms......Page 84
End-of-Chapter Exercises......Page 85
Notes......Page 86
Upstream and Downstream Analysis......Page 87
From Decisions to Outcomes......Page 88
Strategy-Specific Decision Making......Page 101
Summary......Page 106
End-of-Chapter Exercises......Page 107
Notes......Page 108
Upstream and Downstream Analysis......Page 109
Practicing Strategy-Specific Decision Making......Page 110
Management Control Systems......Page 112
Summary......Page 129
End-of-Chapter Exercises......Page 130
Notes......Page 131
Upstream Analysis......Page 132
The Fifth P......Page 136
Upstream Analysis and Trade-offs......Page 138
Buyer-Seller Relationship......Page 141
Upstream Measurements......Page 143
Key Themes and Terms......Page 146
Notes......Page 147
Goals and Objectives......Page 148
Strategic Business Units and Grand Strategies......Page 149
The Single Business Unit Firm......Page 150
The Multiple Strategic Business Units Firm and Corporate Strategies......Page 154
Summary......Page 160
Discussion Questions......Page 161
Notes......Page 162
Characteristics of Strategic Leaders......Page 163
Strategic Leadership and Simulation Exercises......Page 164
End-of-Chapter Exercises......Page 165
APPENDIXES......Page 167
Appendix II Instructor’s and Student’s Simulation Guide......Page 169
CASES......Page 175
Nancy’s Thoughts Expressed to Bob......Page 177
End-of-Case Exercise......Page 178
Reeder’s Video......Page 179
End-of-Case Exercise......Page 180
The Marketing Plan......Page 181
Note......Page 182
The Staff and Reports......Page 183
End-of-Case Exercise......Page 186
The Data......Page 187
End-of-Case Exercise......Page 188
Karl and the Firm......Page 190
End-of-Case Exercise......Page 191
Job Description......Page 193
End-of-Case Exercise......Page 195
Bibliography......Page 197
Index......Page 199