Essentials of Strategic Management: International Edition

Preface ix
PART I : INTRODUCTION TO STRATEGIC
MANAGEMENT 1
Chapter 1 Basic Concepts of Strategic Management 1
1.1 The Study of Strategic Management 2
1.2 Initiation of Strategy:Triggering Events 4
1.3 Basic Model of Strategic Management 5
1.4 Strategic Decision Making 11
Chapter 2 Corporate Governance and Social Responsibility 17
2.1 Corporate Governance: Role of the Board of Directors 18
2.2 Corporate Governance: Role of Top Management 24
2.3 Social Responsibilities and Ethics in Strategic Decision Making 26
PART I I : SCANNING THE ENVIRONMENT 32
Chapter 3 Environmental Scanning and Industry Analysis 32
3.1 Environmental Scanning 33
3.2 Industry Analysis: Analyzing the Task Environment 38
3.3 Competitive Intelligence 48
3.4 Forecasting 49
3.5 Synthesis of External Factors–EFAS 51
Chapter 4 Internal Scanning: Organizational Analysis 55
4.1 Resource-Based View of the Firm 55
4.2 Business Models 58
4.3 Value-Chain Analysis 59
4.4 Scanning Internal Resources and Capabilities 61
4.5 Synthesis of Internal Factors–IFAS 72
PART I I I : STRATEGY FORMULATION 76
Chapter 5 Strategy Formulation: Situation Analysis
and Business Strategy 76
5.1 Situational (SWOT) Analysis 76
5.2 Review of Mission and Objectives 80
5.3 Generating Alternative Strategies Using a TOWS Matrix 81
5.4 Business Strategies 82
Chapter 6 Strategy Formulation: Corporate Strategy 93
6.1 Corporate Strategy 94
6.2 Directional Strategy 94
6.3 Portfolio Analysis 101
6.4 Corporate Parenting 105
Chapter 7 Strategy Formulation: Functional Strategy and
Strategic Choice 109
7.1 Functional Strategy 110
7.2 The Sourcing Decision: Location of Functions and Competencies 114
7.3 Strategies to Avoid 114
7.4 Strategic Choice: Selection of the Best Strategy 115
7.5 Development of Policies 120PART IV: STRATEGY IMPLEMENTATION
AND CONTROL 122
Chapter 8 Strategy Implementation: Organizing for Action 1228.1 What Is Strategy Implementation? 123
8.2 Who Implements Strategy? 123
8.3 What Must Be Done? 124
8.4 How Is Strategy to Be Implemented? Organizing for Action 125
8.5 International Issues in Strategy Implementation 136
Chapter 9 Strategy Implementation: Staffing and Leading 138
9.1 Staffing 139
9.2 Leading 143Chapter
 10 Evaluation and Control 151
10.1 Evaluation and Control in Strategic Management 152
10.2 Measuring Performance 153
10.3 Strategic Information Systems 160
10.4 Guidelines for Proper Control 161
10.5 Strategic Incentive Management 161
PART V: INTRODUCTION TO CASE
ANALYSIS 165
Chapter 11 Suggestions for Case Analysis 16511.1 The Case Method 165
11.2 Frameworks for Case Analysis 165
11.3 Researching the Case Situation 166
11.4 Financial Analysis: A Place to Begin 166
11.5 Using the Strategic Audit in Case Analysis 172
Appendix 11.A Suggested Techniques for Case Analysis
and Presentation 174
A. Case Analysis 174
B. Written Report 175
C. Oral Presentation by Teams 175
Appendix 11.B Resources for Case Research 177
A. Company Information 177
B. Economic Information 177
C. Industry Information 177
D. Directory and Index Information on Companies and Industries 178
E. Ratio Analysis Information 178
F. Online Information 178
Appendix 11.C Strategic Audit of a Corporation 179
I. Current Situation 179
II. Corporate Governance 179
III. External Environment: Opportunities and Threats (SWOT) 180
IV. Internal Environment: Strengths and Weaknesses (SWOT) 180
V. Analysis of Strategic Factors (SWOT) 184
VI. Strategic Alternatives and Recommended Strategy 184
VII. Implementation 184
VIII. Evaluation and Control 185

Hunger/Wheelen is a concise book that covers the most important concepts and techniques in strategic management.
 
 
Q. How do you cover all of the material in your strategic management course?
 

The authors wrote this book to be significantly shorter than the other books on the market.  Only enough examples are given to explain the concept.
 
 
Other Key Points of Differentiation
 
 
Q. How do you help your students complete case analysis?
 
Hunger/Wheelen provides students with a strategic decision-making model that uses the process of environmental scanning, strategy formulation, strategy implementation, and evaluation and control.  This framework is presented in chapter one and continues throughout the book.
 
Q. How do you cover international topics in your course?
 
International coverage is integrated throughout the text, but is emphasized in Chapters 3,6,8,9, and 10.
 
Q. How do you cover ethics and social responsibility?
 
Chapter 2 focuses on ethics and social responsibility as it relates to strategic decision making.  NEW! The authors added a section in Chapter 2 that covers the Sarbanes-Oxley Act.
 
 
Q. How do you help your students connect to the material?
 
Each chapter is opened with a vignette about a real company that is related to the material covered in the chapter.
 
Q. How do you cover technology in your course?
 
NEW! Coverage of technological discontinuities is extended with added coverage from Christensen’s The Innovator’s Dilemma in Chapter 4.
 
Q. How do you cover business models in your course?
 
NEW! A new section on business models was developed for Chapter 4

Q. How do you cover technology in your course?
 
NEW! Coverage of technological discontinuities is extended with added coverage from Christensen’s The Innovator’s Dilemma in Chapter 4.
 
Q. How do you cover business models in your course?
 
NEW! A new section on business models was developed for Chapter 4
 
Q. How do you cover ethics and social responsibility?
 
  NEW! The authors added a section in Chapter 2 that covers the Sarbanes-Oxley Act.