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Giáo trình Quản trị Chiến lược Strategic management and business policy Giáo trình Quản trị Chiến lược Strategic management and business policy globalization innovation and sustainability 15th by wheelen Giáo trình Quản trị Chiến lược Strategic management and business policy globalization innovation and sustainability 15th by wheelen Giáo trình Quản trị Chiến lược Strategic management and business policy globalization innovation and sustainability 15th by wheelen Giáo trình Quản trị Chiến lược Strategic management and business policy globalization innovation and sustainability 15th by wheelen Giáo trình Quản trị Chiến lược Strategic management and business policy globalization innovation and sustainability 15th by wheelen Giáo trình Quản trị Chiến lược Strategic management and business policy globalization innovation and sustainability 15th by wheelen globalization innovation and sustainability 15th by wheelen
GLOBAL EDITION Strategic Management and Business Policy Globalization, Innovation and Sustainability For these Global Editions, the editorial team at Pearson has collaborated with educators across the world to address a wide range of subjects and requirements, equipping students with the best possible learning tools This Global Edition preserves the cutting-edge approach and pedagogy of the original, but also features alterations, customization, and adaptation from the North American version GLOBAL EDITION Strategic Management and Business Policy Globalization, Innovation and Sustainability FIFTEENTH EDITION Thomas L Wheelen • J David Hunger Alan N Hoffman • Charles E Bamford FIFTEENTH EDITION Wheelen • Hunger Hoffman • Bamford GLOBAL EDITION This is a special edition of an established title widely used by colleges and universities throughout the world Pearson published this exclusive edition for the benefit of students outside the United States and Canada If you purchased this book within the United States or Canada, you should be aware that it has been imported without the approval of the Publisher or Author Pearson Global Edition Wheelen_15_1292215488_Final.indd 24/07/17 8:44 PM Engage, Assess, Apply with MyLab Managementđ Branching, Decision-Making SimulationsPut your students in the role of manager as they make a series of decisions based on a realistic business challenge The simulations change and branch based on their decisions, creating various scenario paths At the end of each simulation, students receive a grade and a detailed report of the choices they made with the associated consequences included Engage, Assess, Apply with MyLab Managementđ Learning CatalyticsIs an interactive, student response tool that uses students’ smartphones, tablets, or laptops to engage them in more sophisticated tasks and thinking Now included with MyLab with eText, Learning Catalytics enables you to generate classroom discussion, guide your lecture, and promote peer-to-peer learning with real-time analytics • Writing Space—Better writers make great learners who perform better in their courses Designed to help you develop and assess concept mastery and critical thinking, the Writing Space offers a single place to create, track, and grade writing assignments, provide resources, and exchange meaningful, personalized feedback with students, quickly and easily Thanks to assisted-graded and create-your-own assignments, you decide your level of involvement in evaluating students’ work Because of integration with Turnitin®, Writing Space can check students’ work for improper citation or plagiarism • Pearson eText—Keeps students engaged in learning on their own time, while helping them achieve greater conceptual understanding of course material The MyLab with Pearson eText provides students with a complete digital learning experience—all in one place • Reporting Dashboard—View, analyze, and report learning outcomes clearly and easily, and get the information you 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continuously, please email our Accessibility Team at disability.support@pearson.com for the most up-todate information • LMS Integration—You can now link from Blackboard Learn, Brightspace by D2L, Canvas, or Moodle to MyManagementLab Access assignments, rosters, and resources, and synchronize grades with your LMS gradebook For students, single sign-on provides access to all the personalized learning resources that make studying more efficient and effective ALWAYS LEARNING Wheelen_15_1292215488_ifc_ibc_Final.indd ALWAYS LEARNING 24/07/17 8:45 PM Strategic Management and Business Policy FIFTEENTH EDITION GLOBAL EDITION GLOBALIZATION, INNOVATION, AND SUSTAINABILITY Thomas L Wheelen J David Hunger Alan N Hoffman Charles E Bamford Formerly with University of Virginia, Trinity College, Dublin, Ireland Bentley University A01_WHEE5488_15_GE_FM.indd Formerly with Iowa State University, St John’s University University of Notre Dame 7/13/17 4:01 PM Vice President, Business Publishing: Donna Battista Director of Portfolio Management: Stephanie Wall Director, Courseware Portfolio Management: Ashley Dodge Senior Sponsoring Editor: Neeraj Bhalla Associate Acquisitions Editor, Global Edition: Ishita Sinha Associate Project Editor, Global Edition: Paromita Banerjee Editorial Assistant: Linda Siebert Albelli Vice President, Product Marketing: Roxanne McCarley Director of Strategic Marketing: Brad Parkins Strategic Marketing Manager: Deborah Strickland Product Marketer: Becky Brown Field Marketing Manager: Lenny Ann Kucenski Field Marketing Assistant: Kristen Compton Product Marketing Assistant: Jessica Quazza Vice President, Production and Digital Studio, Arts and Business: Etain O’Dea Director of Production, Business: Jeff Holcomb Senior Manufacturing Controller, Global Edition: Kay Holman Content Producer, Global Edition: Pooja Aggarwal Managing Producer, Business: Ashley Santora Operations Specialist: Carol Melville Creative Director: Blair Brown Manager, Learning Tools: Brian Surette Content Developer, Learning Tools: Lindsey Sloan Managing Producer, Digital Studio, Arts and Business: Diane Lombardo Digital Studio Producer: Darren Cormier Digital Studio Producer: Alana Coles Media Production Manager, Global Edition: Vikram Kumar Full-Service Project Management and Composition: SPi Global Interior Design: SPi Global Cover Art: kaband/Shutterstock Acknowledgments of third-party content appear on the appropriate page within the text Pearson Education Limited KAO Two KAO Park Harlow CM17 9NA United Kingdom and Associated Companies throughout the world Visit us on the World Wide Web at: www.pearsonglobaleditions.com © Pearson Education Limited 2018 The rights of Thomas L Wheelen, J David Hunger, Alan N Hoffman, and Charles E Bamford to be identified as the authors of this work have been asserted by them in accordance with the Copyright, Designs and Patents Act 1988 Authorized adaptation from the United States edition, entitled Strategic Management and Business Policy: Globalization, Innovation, and Sustainability, 15th Edition, ISBN 978-0-13-452205-0 by Thomas L Wheelen, J David Hunger, Alan N Hoffman, and Charles E Bamford, published by Pearson Education © 2018 All rights reserved No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without either the prior written permission of the publisher or a license permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency Ltd, Saffron House, 6–10 Kirby Street, London EC1N 8TS All trademarks used herein are the property of their respective owners The use of any trademark in this text does not vest in the author or publisher any trademark ownership rights in such trademarks, nor does the use of such trademarks imply any affiliation with or endorsement of this book by such owners ISBN 10: 1-292-21548-8 ISBN 13: 978-1-292-21548-8 British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library 10 Typeset in Times Ten Lt Std by SPi Global Printed and bound by Vivar in Malaysia A01_WHEE5488_15_GE_FM.indd 7/13/17 4:01 PM Dedicated to TOM WHEELEN AND DAVID HUNGER Tom originated this book in the late 1970s and with his friend David Hunger brought the first edition to fruition in 1982 What a ride it was! We lost both of these extraordinary men in rapid succession After battling bone cancer, Tom died in Saint Petersburg, Florida, on December 24, 2011 David died in St Joseph, Minnesota on April 10, 2014 after fighting cancer himself It was Tom’s idea from the very beginning to include the latest research and useful material written in such a way that the typical student could read and understand the book without outside assistance That has been a key reason for the success of the book through its many editions Tom and David worked in adjoining offices at the McIntire School of Commerce at the University of Virginia where their lifelong collaboration blossomed Tom’s last months were spent working with the two new co-authors to map out the direction for the 14th edition and we were fortunate to work with David through the early part of the 14th edition update until his fight against his cancer took priority We thank you both and bid you a fond farewell! This 15th edition is for you! Alan N Hoffman Charles E Bamford SPECIAL DEDICATION TO DAVID HUNGER A special dedication in honor of David Hunger to his colleagues, friends, and students— It is our hope and prayer that you found, and continue to find, some joy in your study of S trategic Management and Business Policy and, perhaps, experience a sense of the passion behind the subject matter presented in this textbook It was originated by two men who were the best of friends and colleagues, Dr Tom Wheelen (May 30, 1935 – December 24, 2011) and our Dad, Dr. J. David Hunger (May 17, 1941 – April 10, 2014) This will be the first edition we will see without a handwritten note in the front and a dedication to us all Dad came alive discussing strategy, case management, theory, entrepreneurship, and the daily happenings in the field of management Even relaxing at the end of the day, he could be found thumbing through a Business Week or journal Colleagues always knew when he was in their presentations because he was fully engaged, offering questions and happy to share in an animated dialogue Students speak fondly of being in his class His dedication to the field never ended Even up to a month before he died (still undergoing chemotherapy) he insisted on travelling by train from Minnesota to Chicago for a Case Research Conference to run a panel We are so proud and thankful that Drs Alan Hoffman and Chuck Bamford knew Tom and Dad and are carrying the torch forward As his daughters A01_WHEE5488_15_GE_FM.indd 7/13/17 4:01 PM Dedicated and 6 grandchildren, we miss him daily We lost him far too soon Finally, our mom, Betty Hunger, who lived with the authorship of this textbook for three quarters of their 45 years together and joked that it was their 5th child, wishes to express just how much she misses Dad and looks forward to seeing him again Betty, Kari and Jeff, Madison and Megan, Suzi and Nick, Summer and Kacey, Lori and Derek, Merry and Dylan, and Edan and Greyson We love you David/Dad/GrandDad To Will Hoffman, the greatest son in the world… and to our saint Wendy Appel … and to Jodi L Silton, thank you for your kindness and understanding Alan Hoffman To Yvonne, for your support, advice, encouragement, love, and confidence To my children Ada, Rob, and Sean and my grandchildren Silas, Isaac, and Clara Chuck Bamford A01_WHEE5488_15_GE_FM.indd 7/13/17 4:01 PM Brief Contents part ONE Introduction to Strategic Management and Business Policy 33 C hapter C hapter C hapter Basic Concepts of Strategic Management 34 Corporate Governance 72 Social Responsibility and Ethics in Strategic Management 102 part TWO Scanning the Environment 123 C hapter C hapter Environmental Scanning and Industry Analysis 124 Organizational Analysis and Competitive Advantage 164 part THREE Strategy Formulation 199 C hapter C hapter C hapter Strategy Formulation: Business Strategy 200 Strategy Formulation: Corporate Strategy 224 Strategy Formulation: Functional Strategy and Strategic Choice 250 part FOUR Strategy Implementation and Control 279 C hapter C hapter 1 C hapter C hapter Strategy Implementation: Global Strategy 280 Strategy Implementation: Organizing and Structure 294 Strategy Implementation: Staffing and Directing 324 Evaluation and Control 348 part FIVE Introduction to Case Analysis 377 C hapter Suggestions for Case Analysis 378 Part Six Cases in Strategic Management 1-1 GLOSSARY G-1 NAME INDEX I-1 SUBJECT INDEX I-6 A01_WHEE5488_15_GE_FM.indd 7/13/17 4:01 PM Contents Preface 21 About the Authors 29 PART ONE C hapter Introduction to Strategic Management and Business Policy 33 Basic Concepts of Strategic Management 34 The Study of Strategic Management 37 Phases of Strategic Management 37 Benefits of Strategic Management 38 Globalization, Innovation, and Sustainability: Challenges to Strategic Management 39 Impact of Globalization 40 Impact of Innovation 41 Global Issue: ASEAN: REGIONAL TRADE ASSOCIATIONS 42 Impact of Sustainability 42 Theories of Organizational Adaptation 44 Creating a Learning Organization 44 Basic Model of Strategic Management 46 Environmental Scanning 46 Strategy Formulation 48 Strategy Implementation 52 Evaluation and Control 53 Feedback/Learning Process 54 Initiation of Strategy: Triggering Events 54 Strategic Decision Making 55 What Makes a Decision Strategic? 55 Mintzberg’s Modes of Strategic Decision Making 56 Strategic Decision-Making Process: Aid to Better Decisions 57 The Strategic Audit: Aid to Strategic Decision Making 58 End of Chapter Summary 59 Appendix 1.A Strategic Audit of a Corporation 64 A01_WHEE5488_15_GE_FM.indd 7/13/17 4:01 PM C hapter Contents Corporate Governance 72 Role of the Board of Directors 75 Responsibilities of the Board 76 Board of Directors Composition 79 Innovation Issue: Jcpenney And Innovation 80 Strategy Highlight: Agency Theory Versus Stewardship Theory In Corporate Governance 81 Nomination and Election of Board Members 85 Organization of the Board 86 Impact of Sarbanes–Oxley on U.S Corporate Governance 87 Global Issue: Global Business Board Activism At Yahoo! 88 Improving Governance 89 Evaluating Governance 89 Avoiding Governance Improvements 90 Trends in Corporate Governance 90 The Role of Top Management 91 Responsibilities of Top Management 92 Sustainability Issue: Ceo Pay And Corporate Performance 92 End of Chapter Summary 95 C hapter Social Responsibility and Ethics in Strategic Management 102 Social Responsibilities of Strategic Decision Makers 104 Responsibilities of a Business Firm 104 Sustainability 107 Sustainability Issue: Marks & Spencer Leads The Way 108 Corporate Stakeholders 108 Stakeholder Analysis 109 Strategy Highlight: Johnson & Johnson Credo 111 Ethical Decision Making 111 Some Reasons for Unethical Behavior 112 Global Issue: How Rule-Based And Relationship-Based Governance Systems Affect Ethical Behavior 113 Innovation Issue: Turning A Need Into A Business To Solve The Need 115 Encouraging Ethical Behavior 116 Views on Ethical Behavior 117 End of Chapter Summary 119 A01_WHEE5488_15_GE_FM.indd 7/13/17 4:01 PM Contents PART TWO Scanning the Environment 123 C hapter Environmental Scanning and Industry Analysis 124 Aspects of Environmental Scanning 126 Identifying External Environmental Variables 127 Sustainability Issue: Green Supercars 128 Strategic Importance of the External Environment 129 Scanning the Societal Environment: Steep Analysis 129 Global Issue: Suvs Power On In China 137 Identifying External Strategic Factors 139 Industry Analysis: Analyzing the Task Environment 139 Porter’s Approach to Industry Analysis 140 Industry Evolution 144 Categorizing International Industries 144 Innovation Issue: Taking Stock Of An Obsession 145 International Risk Assessment 146 Strategic Groups 146 Strategic Types 147 Hypercompetition 148 Using Key Success Factors to Create an Industry Matrix 149 Competitive Intelligence 150 Sources of Competitive Intelligence 151 Strategy Highlight Evaluating Competitive Intelligence 152 Monitoring Competitors for Strategic Planning 153 Forecasting 154 Danger of Assumptions 154 Useful Forecasting Techniques 154 The Strategic Audit: A Checklist for Environmental Scanning 156 Synthesis of External Factors 156 End of Chapter Summary 158 C hapter Organizational Analysis and Competitive Advantage 164 A Resource-Based Approach to Organizational Analysis—Vrio 166 Core and Distinctive Competencies 166 Using Resources/Capabilities to Gain Competitive Advantage 169 A01_WHEE5488_15_GE_FM.indd 7/13/17 4:01 PM www.downloadslide.net G LOSSARY Strategic vision A description of what the company is capable of becoming threats that may be strategic factors for a specific company Strategic window A unique market opportunity that is available only for a particular time Synergy A concept that states that the whole is greater than the sum of its parts; that two units will achieve more together than they could separately Strategic-funds method An evaluation method that encourages executives to look at development expenses as being different from expenses required for current operations Tacit knowledge Knowledge that is not easily communicated because it is deeply rooted in employee experience or in a corporation’s culture Strategies to avoid Strategies sometimes followed by managers who have made a poor analysis or lack creativity Tactic A short-term operating plan detailing how a strategy is to be implemented Strategy A comprehensive plan that states how a corporation will achieve its mission and objectives Takeover A hostile acquisition in which one firm purchases a majority interest in another firm’s stock Strategy-culture compatibility The match between existing corporate culture and a new strategy to be implemented Taper integration A type of vertical integration in which a firm internally produces less than half of its own requirements and buys the rest from outside suppliers Strategy formulation Development of long-range plans for the effective management of environmental opportunities and threats in light of corporate strengths and weaknesses Task environment The part of the business environment that includes the elements or groups that directly affect the corporation and, in turn, are affected by it Strategy implementation A process by which strategies and policies are put into action through the development of programs, budgets, and procedures Technological competence A corporation’s proficiency in managing research personnel and integrating their innovations into its day-to-day operations Structure follows strategy The process through which changes in corporate strategy normally lead to changes in organizational structure Technological discontinuity The displacement of one technology by another Stuck in the middle A situation in which a company or business unit has not achieved a generic competitive strategy and has no competitive advantage Technological leader A company that pioneers an innovation Suboptimization A phenomenon in which a unit optimizes its goal accomplishment to the detriment of the organization as a whole Substages of small business development A set of five levels through which new ventures often develop Technological follower A company that imitates the products of competitors Technology sourcing A make-or-buy decision that can be important in a firm’s R&D strategy Technology transfer The process of taking a new technology from the laboratory to the marketplace Time to market The time from inception to profitability of a new product Substitute products Products that appear to be different but can satisfy the same need as other products Timing tactics Tactics that determine when a business will enter a market with a new product Supply chain management The formation of networks for sourcing raw materials, manufacturing products or creating services, storing and distributing goods, and delivering goods or services to customers and consumers Tipping point The point at which a slowly changing situation goes through a massive, rapid change Support activity An activity that ensures that primary value-chain activities operate effectively and efficiently SWOT analysis Identification of strengths, weaknesses, opportunities, and Z34_WHEE5488_15_GE_GLOS.indd 11 Top management responsibilities Leadership tasks that involve getting things accomplished through, and with, others in order to meet the corporate objectives Total Quality Management (TQM) An operational philosophy that is committed to customer satisfaction and continuous improvement G-11 TOWS matrix A matrix that illustrates how external opportunities and threats facing a particular company can be matched with that company’s internal strengths and weaknesses to result in four sets of strategic alternatives Transaction cost economics A theory that proposes that vertical integration is more efficient than contracting for goods and services in the marketplace when the transaction costs of buying goods on the open market become too great Transferability The ability of competitors to gather the resources and capabilities necessary to support a competitive challenge Transfer pricing A practice in which one unit can charge a transfer price for each product it sells to a different unit within a company Transformational leader A leader who causes change and movement in an organization by providing a strategic vision Transparent The speed with which other firms can understand the relationship of resources and capabilities supporting a successful firm’s strategy Trends in governance Current developments in corporate governance Triggering event Something that acts as a stimulus for a change in strategy Trigger point The point at which a country has developed economically so that demand for a particular product or service is increasing rapidly Turnaround specialist A manager who is brought into a weak company to salvage that company in a relatively attractive industry Turnaround strategy A plan that emphasizes the improvement of operational efficiency when a corporation’s problems are pervasive but not yet critical Turnkey operation Contracts for the construction of operating facilities in exchange for a fee Turnover A term used by European firms to refer to sales revenue It also refers to the amount of time needed to sell inventory Uncertainty avoidance (UA) The extent to which a society feels threatened by uncertain and ambiguous situations Union of South American Nations An organization formed in 2008 to unite Mercosur and the Andean Community 6/21/17 9:39 AM www.downloadslide.net G-12 GL O S S A RY Utilitarian approach A theory that proposes that actions and plans should be judged by their consequences Value chain A linked set of valuecreating activities that begins with basic raw materials coming from suppliers and ends with distributors getting the final goods into the hands of the ultimate consumer Value-chain partnership A strategic alliance in which one company or unit forms a long-term arrangement with a key supplier or distributor for mutual advantage Value disciplines An approach to evaluating a competitor in terms of product leadership, operational excellence, and customer intimacy Vertical growth A corporate growth strategy in which a firm takes over a function previously provided by a supplier or distributor Z34_WHEE5488_15_GE_GLOS.indd 12 Vertical integration The degree to which a firm operates in multiple locations on an industry’s value chain from extracting raw materials to retailing Web 2.0 A term used to describe the evolution of the Internet into wikis, blogs, RSSs, social networks, podcasts, and mash-ups Virtual organization An organizational structure that is composed of a series of project groups or collaborations linked by changing nonhierarchical, cobweb-like networks Weighted-factor method A method that is appropriate for measuring and rewarding the performance of top SBU managers and group-level executives when performance factors and their importance vary from one SBU to another Virtual team A group of geographically and/or organizationally dispersed co-workers who are assembled using a combination of telecommunications and information technologies to accomplish an organizational task Vision A view of what management thinks an organization should become VRIO framework Barney’s proposed analysis to evaluate a firm’s key resources in terms of value, rareness, imitability, and organization Whistle-blower An individual who reports to authorities incidents of questionable organizational practices World Trade Organization A forum for governments to negotiate trade agreements and settle trade disputes Z-value A formula that combines five ratios by weighting them according to their importance to a corporation’s financial strength to predict the likelihood of bankruptcy 6/21/17 9:39 AM www.downloadslide.net NAME INDEX A ABB Asea Brown Boveri AG, 178, 179 AB InBev, 41, 171, 217, 259, 300 Ackman, Bill, 80 A C Nielsen Co., 151 Adelphia Communications, 87 Adidas, 140 Admiral, 338 Aerospatiale, 217 AFL-CIO, 91 AFNOR, 289 Airbus Industries, 217 Alcon, 302 Aldi, 35, 208 All-China Federation of Trade Unions, 136 Altegrity Inc., 153 Amazon.com, 56, 95, 171, 275 AMD, 50 American Airlines, 41, 50, 231, 236, 310, 351 American Customer Satisfaction Index (ACSI), 351 American Cyanamid, 317 American Hospital Supply (AHS), 191 American Productivity & Quality Center (APQC), 362 American Standards Institute, 289 Amoco, 172, 173 Andean Community, 41, 43 Anheuser-Busch Companies, 41, 85, 283 Apotheker, Leo, 74, 92 Applebee’s, 328 Apple Inc., 41, 42, 45, 80, 93, 117, 126, 142, 145, 169, 181, 183, 209, 212, 230, 239, 251, 254, 255, 289, 298, 300, 309, 329, 357, 365 Apple iPhone, 145 Archer Daniels Midland (ADM), 215 Arm & Hammer, 206, 253 ASEAN Free Trade Area (AFTA), 43 Association of Southeast Asian Nations (ASEAN), 41, 43, 137 AstraZenica, 210 AT&T, 255, 331, 338, 356 Auerbach, David, 115 Autonomy, 366 Avon Products, 152, 167 A&W restaurants, 218 B Baan, 191 Baby Fresh Organic Baby Foods, 313 Badaracco, Joseph, 119 Bain & Company, 39, 234, 263, 330, 358, 362 Baldwin Locomotive, 126 Ballmer, Steve, 94 Balsillie, Jim, 251 Bankers Trust of New York, 330 Banking Act of 1933, 84 Bank of America, 135 Barnevik, Percy, 179 Barney, J B., 167, 216 BASF, 148 BCG Growth-Share Matrix, 238–241 Bell Labs, 243 Benetton, 313 Ben & Jerry’s Ice Cream, 107 Bennigan’s, 310 Bentley, 128 Berkshire Hathaway, 233 Berle, A A., 82 Bert, A., 296 Best Buy, 149, 178, 230, 232 Best Price, 283 Bezos, Jeff, 56, 95 Bharti Enterprises, 283 Bice, Allison, 111 BlackBerry, 251, 252, 265 Bloomberg Businessweek, 89 Bloomberg, Michael, 112 Bloom, Ron, 188 Blue Ocean Strategy, 206 BMW, 52, 128, 137, 177, 181, 209, 283, 290 BNSF Railroad, 325 Board, 358 Body Shop, 93 Boeing, 141, 165, 207, 262, 312, 330, 338 Bombardier, 165, 314 Borders, 310, 332 Bosch-Siemens, 213, 396, 400 BP, 109, 110, 173 Brabeck-Letmathe, Peter, 317 Branson, Richard, 93 Bristol-Myers Squibb, 230, 231 British Aerospace, 217 British Airways, 41, 50, 156 British Petroleu See BP British Standards Institute, 289 Budweiser, 217, 363 Buffalo Wild Wings, 361 Burger King, 146 Burns, Larry, 240 Business Environment Risk Index, 146 Business Records Management, 212 Byron, William J., 104 Capgemini, 231 Carbon Trust, 134 Carrefour, 231, 283 Carroll, Archie, 104, 105, 120 Categorical imperative, 118, 119 Caterpillar, 103, 104, 181, 194, 315 Cavanagh, G F., 118 Central American Free Trade Agreement (CAFTA), 41, 43 Chandler, Alfred, 45, 303, 304, 308, 328 Charon, Ram, 359 CHEGG, 212–214 Chevron, 269 Chick-fil-A, 110 Chow, Dan, 363 Christensen, C M., 82, 184 Chrysler Corporation, 187, 256, 274 Church & Dwight Co., 206, 253 Circuit City, 178, 237, 310 Cisco Systems, 51, 88, 106, 152, 229, 363 Citigroup, 92, 135 CITY Target, 202 Clorox, 218 Clorox Company, 176, 218, 301 Coca-Cola, 49, 109, 132, 135, 181, 182, 189, 190, 231, 259, 290, 301, 356, 364 Coca-Cola Bottling Company Consolidated (CCBCC), 109 Cognizant Technology Solutions, 313 Colgate Palmolive Company, 212 Comcast, 302 Compact Disclosure, 380, 391 Compaq, 73, 75, 94, 234 Compustat, 380, 391 ConAgra, 271 Connecticut Spring & Stamping, 187 Construcciones Aeronáuticas, 217 Continental Airlines, 302, 379 Converse, 140, 337 Corbett, Julie, 298 Cornerstone Records Management, 212 Corning Inc., 317, 327 Corporate Library, 85, 89 Costco, 307 Craigslist, 275 Crane, A., 107 CSA, 289 CSX Corporation, 233 C D Callinicos, Brent, 354 Campbell, A., 302 Canadair, 165 CANENA, 289 Canon, 117 Daft, Douglas, 189 Daimler-Benz, 337 Daimler-Benz Aerospace, 217 Dairy Queen, 147 Daksh eServices Ltd., 263 I-1 Z35_WHEE5488_15_GE_NIDX.indd 6/21/17 9:39 AM www.downloadslide.net I-2 NA ME IN D E X D’Aveni, Richard, 45, 148, 213, 214 Davis, S M., 312 Deepwater Horizon oil spill, 109 Deere and Company, 355 Defining Moments (Badaracco), 119 Dell Computers, 263, 372 Dell, Michael, 234 Delphi Corporation, 237 Deming, W Edwards, 257, 259 DHL, 220 Diligence Inc., 153 DIN, 289 Dixon, Lance, 260 DoCoMo, 181 Dodd-Frank financial reform law, 92 Doha Round, 136 Domino’s, 211, 349 Donald, Jim, 53 Dow Chemical, 316, 370 Dow Jones & Company, 107 Dow Jones Sustainability Index, 135 Drauch, Douglas, 240 Duke Energy, 228, 352 Dunn, Patricia, 74, 75 DuPont, 261, 303, 304, 307, 354, 358 Durant, William, 308 E Eastern Airlines, 310 Eastman Kodak, 125, 126 Eaton Corporation, 369 eBay, 74, 88, 93, 171, 275, 308 Ecologic Brands, 298 Economic Espionage Act, 153 Economist, 146, 152, 286, 392 Economist Intelligence Unit, 146, 217 Edwards, J D., 191 Eisner, Michael, 95 Electrolux, 42, 83, 156, 213, 232, 288 Eli Lilly, 155, 356 Elkington, John, 40 Elliot, J Raymond, 131 Ellison, Lawrence, 306, 307 Emerson Electric, 85 Enron, 76, 87, 112, 114 Enterprise, 208, 366 Erhart, Charles, 225 Eskew, Mike, 156 ESPN, 214, 215 Estée Lauder, 131 European Union (EU), 41, 42, 133, 134, 137, 188, 215, 289, 363 F Facebook, 79, 88, 90, 126, 181, 191, 213, 218, 219 Fairfax, 153 Federated Department Stores, 303 FedEx, 53, 167, 191, 229, 262, 360, 365 Ferrari, 128 Z35_WHEE5488_15_GE_NIDX.indd Fiat, 284, 318 Fila, 140 Filo, David, 88, 308 Financial Accounting Standards Board (FASB), 289 Financial Crimes Enforcement Network, 111 Finsbury Data Services, 151 Fiorina, Carly, 73, 74, 94, 95 Five Guys, 209 Ford, Henry, 172, 228, 308 Ford Motor Company, 172, 173, 189, 308, 316 Fortune magazine, 372 Foster, Richard, 184 Frank J Zamboni & Company, 206 Fredrickson, James, 59 Friedman, Milton, 104–106 Friedman, Thomas, 40 Frito Lay, 148 Fruit of the Loom, 233 Fujitsu Ltd., 265 G Galbraith, J R., 173 Gannet, 332 Gates, Bill, 93 GEICO, 233 Genentech, 55, 88, 302 General Electric, 38, 41, 52, 126, 156, 167, 179, 181, 216, 231, 243, 263, 273, 307, 316, 327, 330, 331, 334, 356, 361 General Foods, 177 General Mills, 141, 151, 241 General Motors, 93, 126, 171, 173, 216, 239, 240, 258, 295, 303, 304, 307, 308, 310, 370 Genpact, 263 Georgia-Pacific, 261, 356 Gerstner, Louis V Jr., 40, 56, 57, 93 Ghosn, Carlos, 338 Gilad, B., 154 Gillette, 168, 169, 171, 178, 299, 302 Global Crossing, 76, 87 Global Information Solutions (GIS), 338 GlyEco Inc., 212 Goizueta, Roberto, 356 Goldman Sachs, 135, 254 Good-Data, 151 Goodyear Tire & Rubber, 188 Google, 41, 52, 88, 90, 155, 171, 177, 181, 183, 255, 303, 381 Goold, M., 302 Governance Metrics International (GMI), 89 Graduate Management Admission Council, 112 Grant, R M., 57 Greiner, L E., 306, 308 Gretzky, Wayne, 158 Grove, Andy, 55, 143, 268 H Haier, 213 Hallmark, 261 Hambrick, Donald, 59 Hamilton, R D., 352 Hammer, Michael, 315 Harley Davidson, 187, 316, 333 Harrigan, K R., 238 Heilmeier, George, 185 Heineken, 192 Heins, Thorsten, 251 Herd, T., 296 Hershey Foods, 364 Hesse, Daniel, 139 Hewlett-Packard Company, 73, 75, 95, 117, 172, 187, 243, 330, 366 Hewlett, Walter, 73 Home Depot, 53, 232, 253, 302, 310, 333, 334, 336, 364 Honda, 170, 211, 283, 320 Hoover’s, 151, 193, 204, 205, 380 HSBC, 332 Huckabee, Mike, 110 Hurd, Mark, 74, 75 Hypercompetition (D’Aveni), 45, 148, 213, 214 Hyundai/Kia, 186 I IBM, 40, 41, 56, 57, 93, 138, 141, 170, 181, 187, 206, 217, 239, 243, 256, 263–265, 307, 370 iDisorder: Understanding Our Obsessionwith Technology (Rosen), 145 IKEA, 232 ImClone, 230, 231 Immelt, Jeffrey, 331 InBev, 41, 171, 217, 259, 283, 300, 361 Infosys, 313 Infrasource Services, 90 Innovator’s Dilemma (Christensen), 184 In Search of Excellence (Peters and Waterman), 368 Instagram, 79 Institutional Shareholder Services (ISS), 89 Intel, 50, 55, 141, 143, 183, 243, 256, 268, 300 International Accounting Standards, 289 International Electrotechnical Commission (IEC), 289 International Harvester, 363 International House of Pancakes (IHOP), 328 International Organization for Standardization (ISO), 289 6/21/17 9:39 AM www.downloadslide.net Intrade.com, 155 iPad tablets, 145 iPhone, 56, 145, 169, 181, 239, 251, 289, 298, 329 iTunes App Store, 145 J Japanese Industrial Standards Committee, 289 JCPenney, 80 JetBlue, 148 Jim Henson Company, 110 Jobs, Steve, 93, 309, 329 Johns-Manville, 310 Johnson & Johnson, 110, 111, 117, 245, 273 Johnson, Ron, 80 Jones, Michael, 302 Joyce, W., 39 JPMorgan Chase, 135 P Morgan Chase & Company, 264 K Kaiser Health, 365 Kant, Immanuel, 118, 119 Kaplan, R S., 358 Kelleher, Herb, 93 Kersey Temperament Sorter, 344 KFC, 218, 232, 336 KIA Motors, 171 Kimberly Clark, 214, 245, 255, 300 Kirin, 217 KLD Broad Market Social Index, 135 Kleiner Perkins, 85 Kmart, 310 Kodak See Eastman Kodak Kohlberg, L., 115, 116, 119 Korn/Ferry International, 83 KPMG, 187, 331 Kraft Foods, 228, 317 Kramer, M R., 106 Kurtzman Group, 113 Kvinnsland, Stener, 342 Kyoto Protocol, 134 L Labatt, 217 Lafley, A G., 305 Lafley, Art, 178, 256 Lamborghini, 137 Land, Edwin, 308 Larsen, Ralph, 273 Lawrence, P R., 312 Lazaridis, Mike, 251 Lean Six Sigma, 298, 316 Learjet, 165 LEGO, 191 Levinsohm, Ross, 88 Levinson, Arthur, 55, 56 Levi Strauss, 107, 117, 156 Z35_WHEE5488_15_GE_NIDX.indd N A M E I NDEX Levitz Furniture, 310 LexisNexis, 151 LG, 170, 213 Lincoln Electric, 148 LinkedIn, 171, 187, 191 Linux, 243, 256 Liveris, Andrew, 259 Long John Silver’s, 218 Lopez, José, 259 Lorange, Peter, 219 Lorenz, John, 212 Lucent Technology, 344 Lutz, Robert, 240 M MacDonald, T., 296 Macy’s, 303, 310 Magic Chef, 51 Malmendier, U., 94 Manco Inc., 362 Marchionne, Sergio, 318 Market Research.com, 151 Marks & Spencer Group, 108 Marlboro, 363 Marsh Consumer BPO, 313 Mary Kay Corporation, 152 Maserati, 137 Matsushita, Konosuke, 179 Mattel, 256 Matten, D., 107 Maybelline, 131 May Company, 303 Mayer, Marissa, 88, 89, 265 Maytag Corporation, 158, 193, 203, 213, 217, 387, 390, 396, 399, 401–404 McCafé, 257 McDonald, Bob, 305 McDonald’s, 146, 147, 181, 190, 232, 257, 261, 283, 330 McDonnell-Douglas, 338 McKinsey & Company, 39, 77, 78, 106, 127, 150, 234, 238, 271, 330, 336 Means, G C., 82 Medtronic, 117 Mercedes-Benz, 137 Mercer Delta Consulting, 89 Merck, 210 Mercosur, 41, 43 Mervyn’s, 310 Mesa Airlines, 231 Microsoft, 41, 50, 52, 88, 93, 94, 132, 141, 143, 155, 181, 183, 206, 227, 255, 256, 299, 300, 330, 354, 364 Midamar Corporation, 210 Miles, R E., 148, 314 Mintzberg, Henry, 54, 56–57, 273 Mitsubishi Motors, 337 Modelo, 217 I-3 Monsanto, 342 Montgomery Ward Inc., 310, 328 Moody’s, 89, 152, 391 Morgan Motor Car Company, 210 Morningstar, 89 Mossville Engine Center, 315 Motorola, 117, 315 Muralidharan, R., 352 N Nardelli, Robert, 302, 333, 334, 336 NBC Universal, 302 NCR Corporation, 74, 338 Nestlé, 132, 189, 259, 317 Netscape, 299 Netsuite, 351 New Balance, 140, 209 Newman’s Own, 117 Newport News Shipbuilding, 49 Nickelodeon, 210 Nike Inc., 41, 140, 209, 255, 256, 313, 330, 363 Nissan, 240, 283, 284, 338 Nohria, N., 39 Nokia, 363 Noorda, Raymond, 220 Nordstrom’s, 53, 177, 273 North American Free Trade Agreement (NAFTA), 41–43, 137, 397 Northwest Airlines, 84 Norton, D P., 358 Novartis, 55, 302 Nucor, 177 Nutt, Paul, 271 O Obama, Barack, 155 Office Depot, 331, 351 Olive Garden, 146 Olympic Games, 189, 190 Omidyar, Pierre, 275, 308 Oracle Corporation, 88, 152, 191, 227, 243, 306, 307, 364 Orbitz, 90 Orion Pictures, 310 OrphageniX, 210 Owens-Corning, 364 P Pan American Airlines, 310 Panasonic, 178, 179 Panda Restaurant Group, 211 Pandit, Vikram, 92 Panera Bread Company, 334 Patagonia, 117 PayPal, 88, 275, 295 Pelino, Doug, 331 PeopleShareNet, 45 PeopleSoft, 191 6/21/17 9:39 AM www.downloadslide.net I-4 NA ME IN D E X PepsiCo, 259, 336, 362, 384, 385 Peters, T J., 368 F Chang’s, 211 Pfizer, Charles, 225 Pfizer Inc., 50, 187, 225, 226, 302, 308, 330, 342 P&G See Procter & Gamble (P&G) Pharmacia, 225, 308, 341, 342 Pharmacia & Upjohn, Inc., 342 Pitney Bowes, 87 Pixar, 169 Pizza Hut, 211, 218, 336, 349 Platt, Lewis, 73 Polaroid, 265, 308, 356 Porsche, 128, 137 Porter, M., 106 Porter, Michael E., 43, 140, 142, 144, 170, 173, 174, 208, 210, 211, 300, 301 Potlach Corporation, 209 Procter & Gamble (P&G), 51, 107, 138, 139, 141, 148, 152, 168, 174, 178, 182, 187, 192, 214, 218, 236, 244, 245, 252, 256, 301, 302, 304, 305, 312, 329, 330, 363 Proctor & Gamble, 218 Professionals, 153 Q Quaker Oats, 356, 384 Qwest, 76, 87 R RAND Corporation, 155 Read, Ian, 225 Red Hat, 243 Reebok, 41, 140, 313, 320 Reggie White vs NFL, 215 Reinhardt, F L., 43 Renault, 284, 338 Rent.com, 275 Research in Motion (RIM), 142, 251, 252, 255, 332 Roberson, B., 39 Roche, 302 Rockwell Collins, 183 Roddick, Anita, 93 Romney, Mitt, 155 Rosen, Larry, 145 Royal Dutch Shell, 156, 229 Rumelt, Richard, 231 Ryanair, 52 S Saab Automobile Parts AB, 336 Samsung, 41, 126, 142, 181, 183, 365 SAP AG, 364 Sarbanes-Oxley Act, 87, 89, 116 Z35_WHEE5488_15_GE_NIDX.indd Savage, Randy, 369 SBC Communications, 85 Schlitz Brewing Company, 82 Schoonover, Philip, 178 Schultz, Howard, 53, 93, 257 Scientific-Atlanta Inc., 229 C Johnson, 117 ScoreTop.com, 112 Sears, 40, 149, 303, 310, 332, 367, 368, 404 Security Outsourcing Solutions, 153 See’s Candies, 233 Seidenberg, Ivan, 94 Semel, Terry, 88, 89 Seventh Generation Laundry Detergent, 298 ShareNet, 45 Sherwin-Williams Company, 229 Shorebank, 117 Siemens, 45, 179 Six Sigma, 298, 315–316, 342 Skoll, Jeff, 275 Skype, 275 Sloan, Alfred P., 272, 304 Smeltzer, Larry, 113 Smithfield Foods, 229 Smucker, 117 Snow, C C., 148, 314 Society of Competitive Intelligence, 153, 392 Sony, 117, 217, 300, 329 South African Breweries (SAB), 206 Southwest Airlines, 93, 208, 301 Sports Center, 214 Sprint, 356 Sprint Nextel, 139 Standard & Poor’s (S&P), 83, 89, 152, 384, 391, 392 Stanley Works, 364 Staples, 50 Starbucks, 52–54, 93, 107, 257, 259, 332 Stern Stewart & Company, 356 Stewart, Julia, 328 Stuart, Spencer, 76, 83, 330 StubHub, 275 Sullivan, Jerry, 189 Surowiecki, James, 155 T Taco Bell, 208, 218, 336 Target, 80, 106, 109 Tata Group, 269 Tate, G., 94 Taxin, Gregory, 88 Tenneco, 356 Tennessee Valley Authority, 269 Tesco, 231, 283, 365 Tesla Motors, 134, 240, 296 Tipping Point (Gladwell, Malcolm), 29 Third Point, 88 Thompson, Scott, 88, 89 3M, 51, 156, 177, 266, 316, 317, 362 TIAA-CREF, 83 Timex, 208 Toro, 233 Toshiba, 217, 231 Toyota, 45, 128, 181, 191, 211, 240, 258, 260, 283, 316, 356 Trans Ocean, 109 Trans-Pacific Partnership Free Trade, 209 Treacy, M., 154 Tricon Global Restaurants, 336 Trident Group, 153 TurboTax, 171 Tyco, 76, 87, 112 U UnderArmour, 140 Unilever, 252, 259, 317 Union of South American Nations, 43 United Airlines, 84, 231, 302, 379 United Auto Workers, 84, 189 United Express, 231 United National Global Compact, 106 United Steel Workers, 188 Upjohn Pharmaceuticals, 342 UPS, 50, 53, 156, 220, 262 US Airways, 380 S Department of Defense, 365, 391 V Value Line, 152, 391 Vanguard, 171 Verizon Communications, 94 Vibram Five Fingers, 140 Virgin, 36, 93, 313, 317 Volkswagen, 183, 364 W Wagoner, Richard Jr., 240 Wal-Mart, 33, 34, 109, 134, 191, 192, 201, 208, 210, 231, 235, 256, 273, 283, 290, 362, 363, 365 Walt Disney Company, 95, 171, 209, 231, 309, 370 Warner-Lambert, 225, 308 Waterman, R H., 368 Watkins, Sherron, 114 WebFountain, 138 Welch, Jack, 243, 273, 316, 331 Wendy’s, 146, 187 Weyerhauser, 173, 174 Wheeling-Pittsburgh Steel, 84 Whirlpool, 158, 193, 203, 213, 214, 236, 338, 356, 364, 398–402, 404 Whitman, Meg, 74, 75, 93, 275 Whole Foods, 107 Who Says Elephants Can’t Dance?(Gerstner), 57 6/21/17 9:39 AM www.downloadslide.net Wiersema, F., 154 Wiersema, Margarethe, 95 Wilburn, Nicole, 312 Williamson, O E., 230 Wisdom of Crowds (Surowiecki), 155 WorldCom, 76, 87, 112 The World is Flat (Friedman), 40 World Political Risk Forecasts, 146 World Trade Organization (WTO), 135–136 Z35_WHEE5488_15_GE_NIDX.indd N A M E I NDEX W&T Offshore, 90 Wyeth, 225 X Xerox, 169, 298, 320, 331, 362 Y Yahoo!, 88, 89, 236, 252, 265 Yamaha, 300, 363 I-5 Yang, Jerry, 88, 89, 308 Yum! Brands, 218, 336 Z Zabriskie, J., 342 Zappos, 327 Zimmer Holdings, 130 Zuckerberg, Mark, 79, 90 Zynga, 77 6/21/17 9:39 AM www.downloadslide.net Subject INDEX A Accounting accrual method of, 371 activity-based costing, 353–354 cost accounting, 353 GAAP, 289 Accounts receivable, 355, 381 Acquisitions, 228, 231, 234, 283 See also Mergers corporate culture considerations, 178, 337–338 cross-border, 283 Action plan, 338–340 Activity-based costing (ABC), 353–354 Activity ratios, 381, 382–383 Adaptive mode, 56 Advertising model, 171 Affiliated directors, 82 Agency theory, 79–81 Airline industry, 231, 236 Alternative energy sources, 133 Altman’s Z-Value Bankruptcy Formula, 385 Analytical portfolio manager, 328 Analyzers, 148 Annual report, 381 Appliance industry, 144, 146, 149, 213–214 Apps, 145, 181 Arms race strategy, 265 Artisans, 344 Assimilation, of cultures, 338 Athletic shoe industry, 140 Automobile industry, 134, 141, 171, 172, 240 downsizing study, 332 SUV demand in China, 136 Autonomous work teams, 187 B Baby boomers, 130, 131 Backward integration, 229 Balanced scorecards, 39, 358–359 Bankruptcy, 310 Bankruptcy strategy, 237 Basic R&D, 183 Behavior controls, 351 Behavior substitution, 367–368 Benchmarking, 362 Blind spot analysis, 154 Blockbuster model, 171 Board of directors, 75–91 board activism, 88 codetermination and, 84 company performance and, 95 compensation of, 84, 367 composition, 79–87 continuum of, 77–79 evaluating, 358–359 globalization’s impact on, 83 Hewlett-Packard, 73–75 interlocking directorates, 85 liability insurance for, 77 nomination and election of, 85–86 organization of, 86–87 responsibilities of, 76–77 SEC requirements for, 79 in strategic management, 77 women and minorities on, 83, 91 Bombardier and C-series aircraft, 165–166 Brainstorming, 155 Brand, 181 Brand management, 312 Budget, 52, 301 See also Capital budgeting Budget analysis, 288 Build, Operate, Transfer (BOT) concept, 284 Bureaucracy, 135 Business intelligence See Competitive intelligence Business models, 170–172 Business strategy, 50, 51, 207–216 finding a market niche, 205–206 generating a SFAS matrix, 203–205 mission and objectives review, 206–207 Porter’s competitive strategies, 207–215 SWOT, 202–205 Bypass attack, 300 C Capabilities, 166 Capital budgeting, 182–183 Captive companies, 231 Captive company strategy, 236 Carbon footprint, 128 Carbon-friendly products, 134 Carbon neutral environments, 108 Case analysis, 378–388 case situation research, 380–381 common-size statements, 385 economic measures, 386 financial analysis, 381–386 financial ratio analysis, 382–384 index of sustainable growth, 386 strategic audit, 381, 386–388, 393–395 Z-value formula, 385–386 Cash cows, 239 Cash flow, 381 Cautious profit planner, 328 Cell phones, 181 Cellular organization, 314 Center of excellence, 244 Center of gravity, 173 Certified Emissions Reductions (CERs), 381 Change management programs, 39 Cheating, 112 Chief Executive Officer (CEO), 91–96 company performance and, 95 compensation of, 370 evaluating, 358–359 executive succession, 330–331 turnover, 357 type of, and company strategy, 327 Chief Operating Officer (COO), 91 Chief Risk Officer, 354 Clayton Act, 84 Climate change, 259, 357 risk categories (for companies), 133–135 Cloud computing, 132 Clusters, 170 Code of ethics, 89, 116–117 Codetermination, 84 College textbooks, 212–213 Collusion, 215–216 Commodities, 142 Common-size statements, 371, 385 Common thread, 207 Communication, 337–338 Company information services, 380–381 Compensatory justice, 118 Competition, 142 See also Hypercompetition clusters, 170 competitive intelligence (CI) and, 150–151 competitors defined, 153–154 diversity of rivals, 142 industry evolution and, 144 monitoring, 153–154 rivalry among existing firms, 141–142 Competitive advantage gaining, 169–170 sustaining, 168–169 Competitive intelligence (CI), 150–154 evaluating, 152 monitoring competitors, 153–154 sources of, 151–153 Competitive scope, 208 Competitive strategies, 50, 207–215 hypercompetition and sustainability, 213–214 industry structure and, 211–212 issues, 210–211 risks, 210 I-6 Z36_WHEE5488_15_GE_SIDX.indd 6/21/17 9:40 AM www.downloadslide.net Complementor, 143 Computer industry, 56–57 Computer tablets, 42 Concentration, 228–231, 327–328 horizontal growth, 231, 233 vertical growth, 228–230, 233 Concentric diversification, 232–233 Concurrent engineering, 187 Concurrent sourcing, 229 Conflict of interest, 81 Conglomerate diversification, 233 Conglomerate structure, 177 “Conscious parallelism,” 216 Consensus, 272 Consolidated industry, 144, 211 Consolidation, 236 Constant dollars, 386 Continuous systems, 185 Contraction, 236 Controls, types of, 351–353 Control system guidelines, 360 Conventional level, 115 Cooperative contractual relationships, 231 Cooperative strategies, 50, 215–219 collusion, 215–216 strategic alliances, 216 Co-opetition, 220 Coordinated strategies, 302 Core rigidity, 167 Corporate brand, 181 Corporate culture, 177–178 communication and, 320, 336–337 managing, 333–338 policy, 273 strategic choice and, 270 strategy-culture compatibility assessment, 335–336 Corporate development stages, 304–309 beyond SBUs, 308 blocks to changing, 308–309 divisional structure, 307 functional structure, 307 simple structure, 305–307 Corporate governance avoiding improvements, 90 board of directors and (See Board of directors) defined, 75 evaluating, 89–90 impact of Sarbanes–Oxley Act on, 87–90 improving, 89 top management and, 91–95 trends, 90–91 Corporate parenting, 226, 242–244 Corporate performance See Performance measurement Corporate reputation, 182 Corporate scandals, 75, 87, 96 Corporate scenarios, 266–271 Z36_WHEE5488_15_GE_SIDX.indd S UBJECT I NDEX Corporate social responsibility (CSR), 104, 107 See also Social responsibility Corporate strategy, 50, 51 corporate parenting, 226, 242–244 defined, 226 directional strategies, 226–237 horizontal strategy, 244 multipoint competition, 244–245 portfolio analysis, 226, 237–242 retrenchment strategies, 235–237 stability strategies, 234–235 Corporate value-chain analysis, 174–175 Corruption, 76 Cost focus, 208, 209 Cost leadership, 208–210 Counterfeiting, 362–363 Crisis of autonomy, 307 Crisis of control, 307 Crisis of leadership, 306 “Critical mass,” 227 Cross-functional work teams, 187 Cross-impact analysis (CIA), 155 Cultural integration, 177 Cultural intensity, 177 Cultural norms and values, 112 Cultural relativism, 114 Cultural trends, 136 Currency convertibility, 136 Customer satisfaction, 351 Customer service, 35 Customer solutions model, 170 Cycle of decline, 237 D Dashboard software, 351 Debt-elimination scams, 111 Decision making ethical, 111–118 strategic, 55–58 Deculturation, 322, 338 De Facto industry standard model, 171 Defenders, 148 Defensive tactics, 300–301 360-degree appraisal, 261 Delphi technique, 155 Demographic trends, 130 Deregulation, 38 Devil’s advocate, 272 Diagnostic imaging equipment, 46 Dialectical inquiry, 272 Differentiation, 208–209, 302, 304 Differentiation focus, 208, 210 Differentiation strategy, 209 Dimensions of national culture, 325, 338 Direct interlocking directorate, 84 Directional strategy, 226-205 controversies in, 233–234 growth strategies, 227–233 “Dirty hands problems,” 119 I-7 Discretionary responsibilities, 105 Distinctive competencies, 167 Distributive justice, 118 Diverse workforce, 261 Diversification, 227 concentric (related), 232–233 conglomerate (unrelated), 233 controversies in, 233 Divestment strategy, 236 Divisional performance measures, 360 Divisional structure, 176, 307 Dodd–Frank financial reform law, 92 Do everything strategy, 265 Dogs (products), 239 Downsizing, 313–314, 332 Downstream value chains, 172 Due care, 76 Dynamic capabilities, 166, 213 E Earnings at risk (EAR), 354 Earnings guidance, 366 Earnings per share (EPS), 350, 355 E-books, 243 Ecological forces, 137 Economic forces, 127, 137 Economic indicators, 373, 387 Economic measures, 372–373, 386 Economic responsibilities, 105 Economic value added (EVA), 356 Economies of scale, 141, 144, 186, 302 Economies of scope, 175, 302 EDGAR database, 367, 380 EFAS See External factors analysis summary (EFAS) Efficiency model, 171 80/20 rule, 368 Electric cars, 240 Electric utility industry, 352 Electronic networking, 132 Eleos Foundation, 115 Emissions trading program, 134 Employees, 187 See also Human resources; Staffing Employee Stock Ownership Plans (ESOPs), 84 Encirclement, 300 Energy efficiency, 289 Engineering R&D, 183 Enterprise resource planning (ERP), 191, 364 Enterprise risk management (ERM), 354 Enterprise strategy, 109 Entrepreneurial mode, 56 Entrepreneurial model, 171 Entry barrier, 141 Environmental awareness, 131 Environmental efficiency, 43 Environmental responsibility, 42 6/21/17 9:40 AM www.downloadslide.net I-8 SUBJECT IN D E X Environmental scanning, 46–48 See also Competitive intelligence; Forecasting; Industry analysis checklist (strategic audit), 156 defined, 126–127 ecology, 133–134 economics, 133 external factors analysis summary, 156–158 external strategic factors, identifying, 139 international societal considerations, 136 natural environment, 127 political-legal trends, 135 scanning system creation, 138 sociocultural trends, 130 STEEP analysis, 129–139 task environment, 138–139 technology, 132–133 Environmental standards, 289 Equilibrium periods, 54 E-receipts, 357 ERP See Enterprise resource planning (ERP) Ethical behavior code of ethics, 116–117 individual rights approach to, 117, 118 views, 117–118 Ethical decision making, 111–118 Ethical responsibilities, 105, 106 Ethics, 117 Evaluation and control process, 53, 58, 348–371 aligning incentives, 369–371 control system guidelines, 368 performance measurement, 350–364 strategic information systems, 364–366 Executive succession, 330–331 Executive type, 327 Exit barriers, 142 Expense centers, 360–361 Experience curve, 144, 186, 239 Expert opinion, 155 Explicit knowledge, 168 Exporting, 282 External environment (in SWOT analysis), 47, 65–66 External factors analysis summary (EFAS), 156–158 Externally oriented (strategic) planning, 37–38 Extranets, 191 Extrapolation, 154–155 F Family directors, 82 Farming, 133 Z36_WHEE5488_15_GE_SIDX.indd Feedback/learning process, 54 Financial analysis, 367–373, 381–386 Financial crisis (global), 41 Financial leverage, 182 Financial performance, socially responsible actions and, 106 Financial planning, 37 Financial ratio analysis, 382–384 Financial risk, 217 Financial statements, 380 Financial strategy, 254–255 First mover, 299 Five-year plans, 37 Flanking maneuver, 300 Flexible manufacturing, 186 Focus, 208, 211 Follow the leader strategy, 265 Follow-the-sun management, 262 Forecast-based planning, 37 Forecasting assumption errors, 154 techniques, 154–156 Forward integration, 229 Fragmented industry, 144, 211 Franchising, 282–283 Free cash flow, 355 “Frogs in boiling water” analogy, 114 Frontal assault, 299–300 Full integration, 229 Functional knowledge, 45 Functional performance measures, 360 Functional strategy, 51, 252–262 financial strategy, 254–255 HRM strategy, 261 information technology strategy, 262 logistics strategy, 261 marketing strategy, 252–254 operations strategy, 256–258 purchasing strategy, 258–260 research and development (R&D) strategy, 255–256 Functional structure, 176, 307 G Generally Accepted Accounting Principles (GAAP), 289 Genetically altered organisms, 133 Geographic-area structure, 317 Global expansion, 232, 282 Global industries, 145 Globalization, 39–41 board membership and, 83 Global MNC, 290 Global supply chains, 134 Global warming, 128, 134 Goal displacement, 367–368 Goals, 49 Goodwill, 106, 107 Government regulations, 134, 141, 151 Grand strategies, 227 Green-field development, 283 Grocery business, 35–36 Gross domestic product (GDP), 372, 386 Growth strategies, 227–233 concentration, 228–231 diversification, 231–233 Guardians, 329, 344 Guerilla warfare, 300 H Health consciousness, 131 Hierarchy of strategy, 51 Historical comparisons, 288, 360 Hit another home run strategy, 265 Home appliance industry, 142, 144, 213–214 Horizontal growth, 231 achieving, 231 controversies in, 233 international entry options for, 282–284 Horizontal integration, 231 Horizontal strategy, 244 Human assets, 166 Human diversity, 189 Human resource management (HRM) strategy, 261 Human resources, 187–189 See also Staffing quality of work life/human diversity, 189 teams and, 187–188 union relations and temporary/ part-time workers, 188 Human rights, 136 Hurdle rate, 53, 182–183 Hypercompetition, 148–149 I Idealists, 329, 344 Imitability, 168 Index of sustainable growth, 372, 386 Indirect interlocking directorate, 84 Individual rights approach to ethical behavior, 118 Industrial espionage, 152–153 Industry See also specific industry consolidated, 144 defined, 140 evolution of, 144 fragmented, 144 global, 145 multidomestic, 144 regional, 146 Industry analysis, 140 buyer bargaining power, 143 complementary industry power, 143–144 defined, 126–127 6/21/17 9:40 AM www.downloadslide.net hypercompetition, 148–149 industry evolution, 144 industry matrix, 149–150 international industry categorization, 144–146 international risk assessment, 146 Porter’s approach to, 140–144 rivalry among firms, 141–142 strategic groups, 146–147 strategic types, 147–148 supplier bargaining power, 143 threat of new entrants, 141 threat of substitute products/ services, 142 Industry information services, 380–381 Industry matrix, 149–150 Industry scenario, 156, 266 Industry value-chain analysis, 172–174 Inflation, 372, 384 Information services, 366–367, 380–381 Information systems/technology, 184 performance impact, 190–191 supply chain management, 191–192 Information technology strategy, 262 Innovation, 40, 41–42 defined, 41 product innovation, 148 sustainability and, 42 Input controls, 351 Inside directors, 79 Institutional investors, 83, 90 Institution theory, 44 Intangible assets, 166 Integration managers, 308, 326 Integration, of cultures, 321, 337–338 Interlocking directorates, 85 Intermittent systems, 185 Internal environment (in SWOT analysis), 47, 66–70 Internal scanning See Organizational analysis International development stages, 285–286 International employment, 286–288 International Financial Reporting Standards (IFRS), 288–289 International performance evaluation, 289 International transfer pricing, 289, 361 Internet, 41 businesses, 355 environmental scanning and, 151 marketing uses, 191 Internet browsers, 299 Internet search engines, 88 Intranets, 191 Inventory turnover ratio, 351 Investment centers, 361 ISO 20121, 190 ISO 14001 designation, 43 ISO 9000 Standards Series, 352 ISO 14000 Standards Series, 352 Z36_WHEE5488_15_GE_SIDX.indd S UBJECT I NDEX J Job characteristics, 316–317 Job design, 316–317 Job enlargement, 316–317 Job enrichment, 316–317 Job rotation, 316–317, 331 Joint ventures, 218, 231, 283, 285 Justice approach to ethical behavior, 118 K Keiretsu, 85 Key performance measures, 358–359 Key success factors, 149–150 Kohlberg’s levels of moral development, 115 L Labor unions, 188 Late mover, 299 Law, defined, 117 Lead director, 86–87 Leadership management by objectives, 340–341 Total Quality Management, 341 Leading, 317–327, 333–338 corporate culture, 333–338 Lean Six Sigma, 316 Learning organizations, 44–46 LEED certification, 40 Legal responsibilities, 105 Leveraged buyout, 254 Leverage ratios, 381, 383 Licensing, 231, 282, 301 Licensing arrangement, 218 Linkages, 174 Liquidation strategy, 237 Liquidity ratios, 381, 382 Litigation risk, with climate change, 134 Logical incrementalism, 57 Logistics strategy, 261 Long-term care facilities, 151 Long-term contracts, 231 Long-term evaluation method, 356, 369 Losing hand strategy, 265 Lower-cost strategy, 209 M Management See also Chief Executive Officer (CEO); Corporate governance; Top management audits, 359 contracts, 284 directors, 79 diversity, 331 evaluating, 358–359 Management by objectives (MBO), 340–341 Market-aggregated forecasts, 155 I-9 Market development strategy, 252 Marketing mix, 179–180 Marketing “pull,” 51 Marketing, strategic issues, 179–182 Marketing strategy, 252–254 Market location tactics, 299–300 Market niches, 205–206 Market position, 179 Market segmentation, 179 Market value added (MVA), 356–357 Mass customization, 131, 186 Matrix structures, 41, 310–312 Mature matrix, 312 Mergers, 73, 94, 178, 228, 233, 356–357 See also Acquisitions cultural differences and, 342 staffing and, 326 Millennials, 131 Mintzberg’s strategic decision making modes, 56–57 Misconduct, 111 Mission statements, 39, 48–49, 206–207 Moore’s Law, 184 Moral development, Kohlberg’s levels of, 115 Moral hazard, 81 Morality, 117 Moral relativism, 114 Mortgage fraud, 111 Mortgage lending, 41 Most-favored nation, 136 Multi-alliance management, 242 Multicomponent system/installed base model, 171 Multidomestic industries, 144 Multinational corporations (MNCs), 136, 144–145, 284–285, 289–290, 317 centralization vs decentralization, 317–318 international experience of executives, 288, 328 stages of, 285–286 turnkey operations, 284 Multipoint competition, 244–245 Mutual service consortium, 217–218 Myers-Briggs Type Indicator, 344 N Naïve relativism, 114 Nanotechnology, 132 Natural environment, 127 Near field communication (NFC), 364–365 Net present value (NPV), 269 Network structures, 312–314 New business creation, 303 New entrants, 141 NFC See Near field communication (NFC) 6/21/17 9:40 AM www.downloadslide.net I-10 SUBJECT IN D E X Niche markets, 131 No-change strategy, 235 Nongovernmental organizations (NGOs), 110 Non-management directors, 79 O Obesity, 131 Objectives (strategy formulation), 48–52, 207 Offensive tactics, 299–300 Offshoring, 262 Oil industry, 39, 54, 229 Oil spills, 109 Online shopping, 36 Opacity index, 113 Open Standards Benchmarking Collaborative database, 362 Operating budgets, 360 Operating cash flow, 355 Operating leverage, 185 Operational planning See Strategy implementation Operations, 185–186, 328, 332 Operations strategy, 256–258 Organizational adaptation theories, 44 Organizational analysis basic organizational structures, 175–177 business models, 170–172 core and distinctive competencies, 166–169 corporate culture, 177–178 financial issues, 182–183 gaining competitive advantage, 169–170 human resources issues, 187–189 information systems/technology issues, 189–192 internal factor analysis summary, 192 operations issues, 185–186 R&D issues, 183–185 strategic audit checklist, 192–193 strategic marketing issues, 179–182 sustaining competitive advantage, 168–169 value-chain analysis, 172–175 Organizational learning theory, 44 Organizational structures, 175–177 cellular/modular organization, 314 matrix structure, 310–312 network structure, 312–314 Organization life cycle, 309–310 Output controls, 351 Outside directors, 79–81, 89 Outsourcing, 41, 229, 231, 262, 284, 312, 313 P Paper industry, 173 Parallel sourcing, 260 Z36_WHEE5488_15_GE_SIDX.indd 10 Parenting strategy, 226, 244 Part-time workers, 188 Pause/proceed-with-caution strategy, 234 Penetration pricing, 253 Performance, 53–54, 365 Performance appraisal system, 331 Performance gap, 55 Performance measurement, 348–371 activity-based costing, 353–354 appropriate measures of, 350–351 balanced scorecards, 358–359 benchmarking, 362 divisional and functional, 360 ERM, 354 international performance evaluation, 288–270 primary measures of, 354–357 problems in, 365 responsibility centers, 360–362 types of controls, 351–352 Periodic statistical reports, 360 Personal assistants, virtual, 133 PESTEL analysis, 130 Pet care industry, 131 Pharmaceuticals, 225–226 Phases of strategic management, 37–38 Physical risk, with climate change, 135 Piracy, 362, 363 Planned emergence, 57 Planning mode, 56–57 Policy, 51–52 Political-legal forces, 127, 137 Political risk, 217 Political strategy, 270 Pollution abatement, 40, 107 Pooled negotiating power, 303 Pooling method, 370–371, 384 Population ecology theory, 44 Population growth, 132 Portable information devices, 132 Porter’s competitive strategies, 207–215 Portfolio analysis, 226, 237–242 advantages and limitations of, 241 BCG Growth-Share Matrix, 238–241 strategic alliance portfolio management, 241–242 Precision farming, 133 Preconventional level, 115 Prediction markets, 155 Pressure-cooker crisis, 308 Primary activities, 174 Primary stakeholders, 109 Prime interest rate, 386 Principled level, 115 Procedures, 53 Process R&D, 183 Product development strategy, 253 Product differentiation, 141 Product-group structure, 317 Product innovation, 148 Production sharing, 284 Product life cycle, 180 Product management, 312 Product R&D, 183 Product risk, with climate change, 134 Professional liquidator, 328 Profitability ratios, 381, 382 Profit centers, 361 Profit, environmental sustainability and, 134 Profit multiplier model, 171 Profit pyramid model, 171 Profit strategy, 235 Program (to support strategy), 52, 298 Propitious niche, 206 Prospectors, 148 Punctuated equilibrium, 54 Purchasing strategy, 258–260 Purpose (in mission statement), 48–49 Q QR codes, 260 Quality of work life, 189 Quasi-integration, 230 Question marks (products), 239 Quick response codes, 260 R Radio frequency identification (RFID), 192, 364–365 Ratio analysis, 381, 382–384 Rationalists, 344 Reactors, 148 Real-options theory, 269 Recycling, 40, 43 Reengineering, 314–315 Refurbishing, 40 Regional industries, 146 Regional trade associations, 41 Regulatory risk, with climate change, 134 Relationship-based governance, 112, 113 Remanufacturing, 194 Rental book market, 213 Repatriation of profits, 129, 289 Replicability, 168 Reputation, 182 Reputational risk, with climate change, 134–135 Research and development (R&D) functional strategies, 51 intensity, technological competence, technology transfer, 183 R&D mix, 183–184 technological discontinuity impact, 184–185 Research and development (R&D) strategy, 255–256 Resource productivity, 51 Resources, 166–170 Responsibility centers, 346–347, 360–362 Restaurant industry, 146, 211 6/21/17 9:40 AM www.downloadslide.net Retaliation, 301 Retired executive directors, 82 Retrenchment strategies, 235–237, 326, 327, 331–332 Retributive justice, 118 Return on assets (ROA), 208 Return on equity (ROE), 355 Return on investment (ROI), 288, 290, 302, 304, 350, 355 Revenue centers, 346, 360 Reverse logistics, 194 Revolutionary periods, 54 RFID See Radio frequency identification (RFID) Rightsizing/resizing, 332 Risk, management’s attitude toward, 268–269 Risk mitigation, 43 Robot development, 133 Role relativism, 114 R/3 software system, 364 Rule-based governance, 112, 113 S Safety standards, 289 Sanergy, 115 Sarbanes–Oxley Act, 87–90, 116 Scenario analysis, 354 Scenario planning, 156 Scenario writing, 156 SEC 14-A form, 367, 381 SEC 10-K form, 367, 381 Secondary stakeholders, 110 SEC 10-Q form, 367, 381 Securities and Exchange Commission, 89, 152, 380 Sell-out strategy, 236 Seniors, market expanse for, 131 Separation (of cultures), 338 SFAS matrix, 203–205, 220 Shared know-how, 302 Shared tangible resources, 302 Shareholders, 42, 75, 89, 90 Shareholder value, 355–356 Short-term orientation, 352–353, 366–367 Simple structure, 175, 305–307 Six Sigma, 298, 315–316, 342 Smart, mobile robots, 133 Smartphones, 145, 181 Social capital, 106 Social group relativism, 114 Social responsibility, 42, 104–111 Carroll’s four responsibilities of business, 104–107 Friedman’s view of business responsibility, 104 Societal environment, 127 Sociocultural forces, 127, 137 Z36_WHEE5488_15_GE_SIDX.indd 11 S UBJECT I NDEX Software dashboard, 351 enterprise resource planning, 191, 364 piracy, 362, 363 programming, 263 R&D expenditures, 183 Red Hat, 243 R/3 system, 364 Solar arrays, 352 Sole sourcing, 259 Sports broadcasting, 215 Stability strategies, 234–235, 328 Staffing, 326–333 action planning, 338–340 hiring/training requirements, 327 identifying abilities/potential, 331 international employment, 286–288 matching manager to strategy, 327–329 selection and management development, 329–331 Staggered board, 85–86 Stakeholder analysis, 109–110 Stakeholder input, 110 Stakeholders, 109–111 bargaining power of, 143–144 strategic choice and, 269–270 Standard cost centers, 346, 360 Standard Operating Procedures (SOP), 53, 301–302 Standards, for products and services, 289 Stars (products), 239 Statistical modeling, 155 Stealth expatriates, 288 STEEP analysis, 129–139 Steering controls, 350–351 Stewardship theory, 81–82 Strategic alliance portfolio management, 242 Strategic alliances, 216–219, 231, 285 Strategic audit, 58–59, 359 student-written analysis of Maytag, 387, 396–404 worksheet, 373, 374, 387, 388 Strategic business units (SBUs), 176–177, 360 Strategic choice, 265–273 corporate culture pressure and, 270–271 corporate scenarios and, 266–271 key managers and, 271 process of, 271–272 stakeholder pressure, 269–270 Strategic choice perspective, 44 Strategic decision making, 55–58 Mintzberg’s modes of, 56–57 process, 57–58 strategic audit as aid to, 58–59 Strategic decisions, 55–58 I-11 Strategic factors, 46 Strategic factors analysis summary (SFAS) matrix, 203–205, 220 Strategic flexibility, 45 Strategic-funds method, 357, 370 Strategic group, 146–147 Strategic inflection point, 55 Strategic information systems, 363–365 divisional and functional support, 352, 365 enterprise resource planning, 364 near field communication, 364–365 radio frequency identification, 364–365 Strategic management benefits, 38–39 board of directors role in, 77 CEO and management responsibilities to, 91–92 challenges to, 39–44 defined, 37 innovation and, 41–42 learning organizations and, 44–46 organizational adaptation theories, 44 phases of, 37–38 strategic audit, 58–59 strategic decision making, 55–58 Strategic management model, 46–54 environmental scanning, 46–48 evaluation and control process, 53–54 feedback/learning process, 54 strategy formulation, 48–52 strategy implementation, 52–53 triggering events, 54–55 Strategic myopia, 139 Strategic planning process, 94–95 Strategic reorientation, 332 Strategic rollup, 211 Strategic type, 147–148 Strategic vision, 93–94 Strategic window, 206 Strategy, 50–51 Strategy-culture compatibility, 335 Strategy formulation, 48–52, 58, 202 Strategy implementation, 52–53, 58, 294–319 budgets, 301 centralization versus decentralization, 317–318 competitive tactics, 298–299 corporate development stages, 304–309 defensive tactics, 300–301 global strategy, 280–290 international coordination, 284–285 international development stages, 285–286 6/21/17 9:40 AM www.downloadslide.net I-12 SUBJECT IN D E X international employment, 286–288 international entry options, 282–284 international performance measurement, 288–290 international strategic alliances, 285 job design for, 316–317 market location tactics, 299–301 organization life cycle, 309–310 organizing for action, 303–318 procedures, 301–302 programs and tactics, 298 reengineering and, 314–315 structure follows strategy, 303–304 synergy, 302–303 timing tactics, 299 Stress testing, 354 Structural barriers, 301 Structured Query Language (SQL), 306–307 Structure follows strategy, 303–304 Suboptimization, 368 Substitute product, 142 Suppliers, bargaining power of, 143 Supply-chain efficiency, 364 logistical improvements, 41 management, 191–192 Supply-chain risk, with climate change, 134 Support activities, 174 Sustainability, 40, 42–44, 107–109, 128, 215–216 corporate sustainability performance, 135 green supercars, 129 Switchboard model, 171 SWOT analysis, 46, 47, 202–205, 220 Synergy, 233, 302–303 T Tablets (computer), 42, 145 Tacit knowledge, 168 Tactic (to support strategy), 52, 298 Takeovers, 228 Z36_WHEE5488_15_GE_SIDX.indd 12 Tangible assets, 166 Taper integration, 229 Task environment, 127 Teams, 187 Technical skill, 45 Technological competence, 183 Technological discontinuity, 184 Technological follower, 255 Technological followership, 51 Technological forces, 127, 137 Technological leader, 255 Technological leadership, 51 Technology risk, with climate change, 134 Technology transfer, 183 Telecommuting, 187 Temporary cross-functional task forces, 312 Temporary employees, 188 Testing procedures, 289 Textbooks, 212–213 Time model, 170 Timing tactics, 299 Tobacco industry, 144 Top management CEO pay and corporate performance, 92–93 executive leadership and strategic vision, 93–94 responsibilities, 92–95 strategic planning process and, 94–95 Total Quality Management (TQM), 341 Total weighted score, 158 Trade agreements, 41, 135–136, 209 Trade associations, 41 European, 41 North American, 42 South American, 43 Southeast Asian, 43 Trade regulations, 137 Trade secrets, 152 Transaction cost economics, 229 Transferability, 168 Transfer pricing, 346–347, 361 Transformational leaders, 93 Transparency, 113, 168 Trend-impact analysis (TIA), 155 Triggering events, 54–55 Triple bottom line, 40, 42 Turnaround specialist, 310, 328 Turnaround strategy, 235–236, 298, 314 Turnkey operations, 284 U Unethical behavior, 112–115 Union relations, 188 Upstream value chains, 172 Utilitarian approach to ethical behavior, 117, 118 V Value at risk (VAR), 354 Value chain alliances, 217 Value-chain analysis, 172–175, 351 corporate, 174–175 industry, 172–174 Value-chain partnership, 218–219 Values societal, 106 unethical behavior and differences in, 112 Vertical growth, 228–230, 233 Vertical integration, 173, 229 Virtual organization, 312 Virtual personal assistants, 133 Virtual teams, 187–188 Vision statements, 39, 49 VRIO framework, 167, 192 W War gaming, 154 Water shortages, 259 Web sites, company-sponsored, 152 Weighted-factor method, 369 Whistle-blowers, 87, 116 Z Z-Value Bankruptcy Formula, 385–386 6/21/17 9:40 AM www.downloadslide.net Engage, Assess, Apply with MyLab Managementđ Branching, Decision-Making Simulations—Put your students in the role of manager as they make a series of decisions based on a realistic business challenge The simulations change and branch based on their decisions, creating various scenario paths At the end of each simulation, students receive a grade and a detailed report of the choices they made with the associated consequences included Engage, Assess, Apply with MyLab Managementđ Learning CatalyticsIs an interactive, student response tool that uses students’ smartphones, tablets, or laptops to engage them in more sophisticated tasks and thinking Now included with MyLab with eText, Learning Catalytics enables you to generate classroom discussion, guide your lecture, and promote peer-to-peer learning with real-time analytics • Writing Space—Better writers make great learners who perform better in their courses Designed to help you develop and assess concept mastery and critical thinking, the Writing Space offers a single place to create, track, and grade writing assignments, provide 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with your LMS gradebook For students, single sign-on provides access to all the personalized learning resources that make studying more efficient and effective ALWAYS LEARNING Wheelen_15_1292215488_ifc_ibc_Final.indd ALWAYS LEARNING 24/07/17 8:45 PM ... entitled Strategic Management and Business Policy: Globalization, Innovation, and Sustainability, 15th Edition, ISBN 978-0-13-452205-0 by Thomas L Wheelen, J David Hunger, Alan N Hoffman, and Charles... Introduction to Strategic Management and Business Policy 33 Basic Concepts of Strategic Management 34 The Study of Strategic Management 37 Phases of Strategic Management 37 Benefits of Strategic Management ... Concepts in Strategic Management and Business Policy, 10th edition (2006); Strategic Management and Business Policy, 10th edition; International Edition (2006); and Essentials of Strategic Management,