Strategic management global cultural perspectivesfor profit and non profit

Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 1

Strategic management planning for domestic and global competition 14th ed  pearce robinson chapter 1
... of strategic decisions that companies have recently made The Nature and Value of Strategic Management Strategic management: The set of decisions and actions that result in the formulation and ... segmentation, and distribution 19 Formality in Strategic Management • Formality is the degree to which participation, responsibility, authority, and discretion in decision-making are specified in strategic ... The informal, intuitive, and limited approach to strategic management associated with owner-managers of smaller firms 23 Planning Mode • The strategic formality associated with large firms that...
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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 2

Strategic management planning for domestic and global competition 14th ed  pearce robinson chapter 2
... company’s mission • As the business grows or is forced to alter its product, market, or technology, redefining the company mission may be necessary Ex 2. 2 (adapted) • • • • • • • • • • Mission Statement ... Geographic Domain Technology Concern for Survival Philosophy Self-concept Concern for Public Image Consumers Quality Ex 2. 2 Excerpts From Actual Mission Statements Ex 2. 2 Excerpts From Actual Mission ... 10.Eliminate slogans, exhortations, and numerical targets 11.Eliminate work standards (quotas) and management by objective 12. Remove barriers that rob workers, engineers, and managers of their right...
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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 3

Strategic management planning for domestic and global competition 14th ed  pearce robinson chapter 3
... Sustainability and the Resurgence of Environmentalism Increasing Buying Power among Consumers Globalization of Business 13 Sarbanes-Oxley Act of 2002 • Law that revised and strengthened auditing and accounting ... Corporate Social Responsibility Collaboration Ex 3. 15 23 The Limits of CSR Strategies • • • Some companies have embedded social responsibility and sustainability commitments deeply in their core ... the fundamental rights and privileges of individuals and groups 30 Social Justice Approach • Judging the appropriateness of a particular action based on equity, fairness, and impartiality in the...
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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 4

Strategic management planning for domestic and global competition 14th ed  pearce robinson chapter 4
... reducing resource consumption and pollution Industry Environment • Harvard professor Michael E Porter propelled the concept of industry environment into the foreground of strategic thought and ... accurately predicting future technological capabilities and their probable impacts Technological Forecasting • The quasi-science of anticipating environmental and competitive changes and estimating ... forecasting helps protect and improve the profitability of firms in growing industries It alerts strategic managers to impending challenges and promising opportunities The key to beneficial forecasting...
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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 5

Strategic management planning for domestic and global competition 14th ed  pearce robinson chapter 5
... R&D provided by the global firm 20 Global Strategic Planning (contd.) Reasons why strategic planning must be global: • The increased scope of the global management task • The increased globalization ... strategic planning, including the differences for multinational and global firms The market requirements and product characteristics in global competition The competitive strategies for firms in foreign ... 17 Global Strategic Planning: Stakeholder Activism • Demands placed on a global firm by the stakeholders in the environments in which it operates, principally by foreign governments 18 Global Strategic...
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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 6

Strategic management planning for domestic and global competition 14th ed  pearce robinson chapter 6
... activity-based cost breakdowns • The information requirements to support activitybased cost accounting can create redundant work • The time and energy to change to an activity-based approach can be formidable ... exit saturated market segments Product Life Cycle Competencies Needed at Each Stage (contd.) • Decline – Ability to withstand intense price-cutting – Brand strength to allow reduced marketing ... Learning Objectives Understand how to conduct a SWOT analysis Understand value chain analysis and how to use it to disaggregate a firm’s activities Understand the resource-based view of a firm Use...
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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 7

Strategic management planning for domestic and global competition 14th ed  pearce robinson chapter 7
... (children) created and operated for the benefit of the co-owners (parents) The joint venture extends the supplier-consumer relationship and has strategic advantages for both partners 33 Strategic Alliances ... direction and progress from being determined by random forces, it is equally true that objectives can be achieved only if strategies are implemented 37 Business Model • A clear understanding of ... survive and eventually recover if a concerted effort is made over a period of a few years to fortify its distinctive competences This is turnaround Two forms of retrenchment: Cost reduction Asset reduction...
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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 8

Strategic management planning for domestic and global competition 14th ed  pearce robinson chapter 8
... Establish foreign-based plants and distribution to compete directly in the markets of one or more foreign countries Four Generic Global Competitive Strategies • Broad-line global competition Global ... affected by their overall global competitive positions – – – License foreign firms to produce and distribute the firm’s products Maintain a domestic production base and export products to foreign ... service improvements • Speed in delivery or distribution • Information Sharing and Technology Risks of Speed-based Strategy • Speeding up activities that haven’t been conducted in a fashion that prioritizes...
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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 9

Strategic management planning for domestic and global competition 14th ed  pearce robinson chapter 9
... • Understand the portfolio approach to strategic analysis and choice in multibusiness companies Understand and use three different portfolio approaches to conduct strategic analysis and choice ... limited strategic options came to be seen more as basic strategic missions It ignored capital raised in capital markets It typically failed to compare the competitive advantage a business received ... usually found in market-related, operations-related, and management activities Strategic analysis is concerned with whether or not the potential competitive advantages expected to arise from each value...
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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 10

Strategic management planning for domestic and global competition 14th ed  pearce robinson chapter 10
... functional activities, which can be used to make feedback, correction, and evaluation more relevant and acceptable Ex 10. 2 Potential Conflicting Objectives and Priorities Short-Term Objectives ... Advantages of Formal, Written Policies They require managers to think through the policy’s meaning, content, and intended use They reduce misunderstanding They make equitable and consistent ... (contd.) • Restricted stock  Stock given to an employee who is prohibited or “restricted” from selling the stock for a certain time period and not at all if they leave the company before that time...
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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 11

Strategic management planning for domestic and global competition 14th ed  pearce robinson chapter 11
... structure is one where there is an owner and a few employees and where the arrangement of tasks, responsibilities, and communication is highly informal and accomplished through direct supervision This ... people, and technologies necessary to the work of the business are divided into separate “functional” groups (such as marketing, operations, and finance) with increasingly formal procedures for coordinating ... elements, usually linked to distinct product/market differences • The advantages and disadvantages of the SBU form are very similar to those identified for divisional structures 11 Holding Company...
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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 12

Strategic management planning for domestic and global competition 14th ed  pearce robinson chapter 12
... valued and accepted by the group 22 Ex 12. 5 Management Processes and Levels of Management 23 Organizational Culture • Organizational culture is the set of important assumptions (often unstated) ... Power Defined • Position Power – The ability and right to influence and direct others based on the power associated with your formal position in the organization 16 Sources of Power Defined • Reward ... of power and influence available to every manager Learning Objectives (contd.) Define and explain what is meant by organizational culture, and how it is created, influenced, and changed Describe...
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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 13

Strategic management planning for domestic and global competition 14th ed  pearce robinson chapter 13
... Ex 13. 6 Exxon’s NAM&R Division’s Balanced Scorecard 22 Ex 13. 6 (contd.) Strategic Objectives Strategic Measures 23 Ex 13. 6 (contd.) Strategic Objectives Strategic Measures 24 Ex 13. 6 (contd.) Strategic ... operational and strategic control, developed by Harvard Business School professors Robert Kaplan and David Norton, is a system they named the balanced scorecard 16 Balanced Scorecard • A management ... Describe and illustrate four types of strategic control Summarize the balanced scorecard approach and how it integrates strategic and operational control Illustrate the use of controls to guide and...
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