Enhanced descriptions from Syndetics:

This edition presents updated coverage of international strategy, with revised cases and concepts, organized by industry.

Table of contents provided by Syndetics

• (NOTE:Each chapter contains Notable Quotes and Objectives, Key Terms, Current Readings, Discussion Questions, and Experiential Exercises.)
• Introduction
• How to Analyze a Business Policy Case
• What is a Business Policy Case? Guidelines for Preparing Case Analyses
• Preparing a Case for Class Discussion
• Preparing a Written Case Analysis
• Making an Oral Presentation
• Fifty Tips for Success in Case Analysis
• The Strategy Formulator Software
• I Overview of Strategic Management
• 1 The Nature of Strategic Management
• What is Strategic Management? Key Terms in Strategic Management
• The Strategic-Management Model
• Benefits of Strategic Management
• Business Ethics and Strategic Management
• Comparing Business and Military Strategy
• The Cohesion Case and Experiential Exercises
• 2 Strategies in Action
• Types of Strategies
• Integration Strategies
• Intensive Strategies
• Diversification Strategies
• Defensive Strategies
• Guidelines for Pursuing Strategies
• Mergers and Leveraged Buyouts
• Michael Porter's Generic Strategies
• Strategic Management in Nonprofit Governmental Organizations
• Strategic Management in Small Firms
• Experiential Exercises
• II Strategy Formulation
• 3 The Business Mission
• What is Our Business? The Importance of a Clear Mission
• The Nature of a Business Mission
• Components of a Mission Statement
• Writing and Evaluating Mission Statements
• Experiential Exercises
• 4 The External Assessment
• The Nature of an External Audit
• Economic Forces
• Social, Cultural, Demographic, and Environmental Forces
• Political, Governmental, and Legal Forces
• Technological Forces
• Competitive Forces
• Sources of External Information
• Forecasting Tools and Techniques
• Competitive Analysis: Porter's Five-Forces Model
• Industry Analysis: The External Factor
• Evaluation (EFE) Matrix
• The Competitive Profile Matrix (CPM)
• Experiential Exercises
• 5 The Internal Assessment
• The Nature of an Internal Audit
• Relationships Among the Functional Areas of Business
• Management
• Marketing
• Finance/Accounting
• Production/Operations
• Research and Development
• Computer Information Systems
• Internal Audit Checklists
• The Internal Factor Evaluation (IFE)
• Matrix
• Experiential Exercises
• 6 Strategy Analysis and Choice
• The Nature of Strategy Analysis and Choice
• Long-Term Objectives
• A Comprehensive Strategy-Formulation Framework
• The Input Stage
• The Matching Stage
• The Decision Stage
• Cultural Aspects of Strategy Choice
• The Politics of Strategy Choice
• The Role of a Board of Directors
• Experiential Exercises
• III Strategy Implementation
• 7 Implementing Strategies: Management Issues
• The Nature of Strategy Implementation
• Annual Objectives
• Policies
• Resource Allocation
• Managing Conflict
• Matching Structure with Strategy
• Restructuring and Reengineering
• Linking Performance and Pay to Strategies
• Managing Resistance to Change
• Managing the Natural Environment
• Creating a Strategy-Supportive Culture
• Production/Operations Concerns When Implementing Strategies
• Human Resource Concerns When Implementing Strategies
• Experiential Exercises
• 8 Implementing Strategies: Marketing, Finance/Accounting, R&D, and CIS Issues
• The Nature of Strategy Implementation
• Marketing Issues
• Finance/Accounting Issues
• Research and Development (R&D) Issues
• Computer Information Systems (CIS) Issues
• Experiential Exercises
• IV Strategy Evaluation
• 9 Strategy Review, Evaluation, and Control
• The Nature of Strategy Evaluation
• The Strategy-Evaluation Framework
• Published Sources of Strategy-Evaluation Information
• Characteristics of an Effective Evaluation System
• Contingency Planning
• Auditing
• Using Computers to Evaluate Strategies
• Guidelines for Effect