Which imaginative and prescient of the long term changed into once appropriate? The long-time period fortunes

Strategic Management Model

Gathering Files

Societal Atmosphere: Standard forces

Pure Atmosphere: Sources and

local weather

Assignment Atmosphere:

Substitute prognosis

Within: Strengths and Weaknesses

Construction: Chain of expose

Culture: Beliefs, expectations,

values

Sources: Sources, talents, competencies,

data

External: Opportunities

and Threats

Increasing Long-vary Plans

Mission

Reason on the support of existence Goals

What outcomes to produce by when

Solutions

Notion to produce the mission & targets

Insurance policies

Substantial pointers for decision making

Environmental Scanning:

Device System:

Solutions/Learning: Manufacture corrections as wished

Putting Device into Movement

Monitoring Efficiency

Packages

Activities wished to produce a thought

Budgets

Rate of the packages Procedures

Sequence of steps wished to attain the job

Efficiency

Accurate outcomes

Device Implementation:

Evaluate and Lend a hand watch over:

THIRTEENTH EDITION

Strategic Management

and Substitute Policy

TOWARD GLOBAL SUSTAINABILITY

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THIRTEENTH EDITION

Thomas L. Wheelen Beforehand with University of Virginia Trinity College, Dublin, Ireland

J. David Hunger Iowa Verbalize University St. John’s University

Strategic Management

and Substitute Policy

TOWARD GLOBAL SUSTAINABILITY

with major contributions by

Kathryn E. Wheelen

Alan N. Hoffman Bentley University

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Library of Congress Cataloging-in-Publication Files Wheelen, Thomas L.

Strategic administration and enterprise policy : toward international sustainability / Thomas L. Wheelen, J. David Hunger. — thirteenth ed.

p. cm. Entails bibliographical references and index. ISBN-13: 978-0-13-215322-5 ISBN-10: 0-13-215322-X

1. Strategic planning. 2. Strategic planning—Case research. 3. Sustainability. I. Hunger, J. David, II. Title.

HD30.28.W43 2012 658.4'012—dc22

2011013549

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MOLLY SCHMIDT

CORRINA SCHULTZ

WHITNEY SEAGO

CHRISTIANA SERLE

MARTHA SERNAS

MARY SHAPIRO

BARBARA SHERRY

KEN SHIPBAUGH

DAVE SHULER

JESSICA SIEMINSKI

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KRISTA SLAVICEK

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LEE SOLOMONIDES

BEN STEPHEN

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MICHELLE WILES

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ERIN WILLIAMS

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DEDICATION vii

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Transient Contents

PART ONE Introduction to Strategic Management and Substitute Policy 1

C H A P T E R 1 Basic Ideas of Strategic Management 2

C H A P T E R 2 Company Governance 42

C H A P T E R 3 Social Responsibility and Ethics in Strategic Management 70

PART TWO Scanning the Atmosphere 93

C H A P T E R 4 Environmental Scanning and Substitute Diagnosis 94

C H A P T E R 5 Within Scanning: Organizational Diagnosis 136

PART THREE Device System 173

C H A P T E R 6 Device System: Subject Diagnosis and Substitute Device 174

C H A P T E R 7 Device System: Company Device 204

C H A P T E R 8 Device System: Helpful Device and Strategic Resolution 236

PART FOUR Device Implementation and Lend a hand watch over 269

C H A P T E R 9 Device Implementation: Organizing for Movement 270

C H A P T E R 1 0 Device Implementation: Staffing and Directing 300

C H A P T E R 1 1 Evaluate and Lend a hand watch over 328

PART FIVE Introduction to Case Diagnosis 363

C H A P T E R 1 2 Solutions for Case Diagnosis 364

PART SIX WEB CHAPTERS Other Strategic Issues

W E B C H A P T E R A Strategic Issues in Managing Know-how & Innovation

W E B C H A P T E R B Strategic Issues in Entrepreneurial Ventures & Small Firms

W E B C H A P T E R C Strategic Issues in No longer-For-Profit Organizations

PART SEVEN Cases in Strategic Management 1-1

GLOSSARY G-1

NAME INDEX I-1

SUBJECT INDEX I-7

ix

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Contents

Preface xxix

PART ONE Introduction to Strategic Management and Substitute Policy 1

C H A P T E R 1 Basic Ideas of Strategic Management 2

1.1 The Witness of Strategic Management 5

Phases of Strategic Management 5

Advantages of Strategic Management 6

1.2 Globalization and Environmental Sustainability: Challenges to Strategic Management 7

Affect of Globalization 8

Affect of Environmental Sustainability 8

Global Grief: REGIONAL TRADE ASSOCIATIONS REPLACE NATIONAL TRADE BARRIERS 9

Environmental Sustainability Grief: PROJECTED EFFECTS OF CLIMATE CHANGE 12

1.3 Theories of Organizational Adaptation 12

1.4 Increasing a Learning Group 13

1.5 Basic Model of Strategic Management 14

Environmental Scanning 16

Device System 17

Device Highlight 1.1: DO YOU HAVE A GOOD MISSION STATEMENT? 18

Device Implementation 21

Evaluate and Lend a hand watch over 22

Solutions/Learning Course of 23

1.6 Initiation of Device: Triggering Events 23

Device Highlight 1.2: TRIGGERING EVENT AT UNILEVER 24

1.7 Strategic Resolution Making 25

What Makes a Resolution Strategic 25

Mintzberg’s Modes of Strategic Resolution Making 25

Strategic Resolution-Making Course of: Encourage to Better Choices 27

1.8 The Strategic Audit: Encourage to Strategic Resolution-Making 28

1.9 Stay of Chapter Summary 29

APPENDIX 1.A Strategic Audit of a Company 34

xi

C H A P T E R 2 Company Governance 42

2.1 Role of the Board of Directors Forty five

Responsibilities of the Board Forty five

Individuals of a Board of Directors forty eight

Device Highlight 2.1: AGENCY THEORY VERSUS STEWARDSHIP THEORY IN CORPORATE GOVERNANCE 50

Nomination and Election of Board Individuals 53

Group of the Board 54

Affect of the Sarbanes-Oxley Act on U.S. Company Governance 55

Global Grief: CORPORATE GOVERNANCE IMPROVEMENTS THROUGHOUT THE WORLD 56

Traits in Company Governance 57

2.2 The Role of Top Management 58

Responsibilities of Top Management 58

Environmental Sustainability Grief: CONFLICT AT THE BODY SHOP 59

2.3 Stay of Chapter Summary 62

C H A P T E R 3 Social Responsibility and Ethics in Strategic Management 70

3.1 Social Responsibilities of Strategic Resolution Makers 72

Responsibilities of a Substitute Company 72

Sustainability: Higher than Environmental? 75

Company Stakeholders 75

Environmental Sustainability Grief: THE DOW JONES SUSTAINABILITY INDEX 76

Device Highlight 3.1: JOHNSON & JOHNSON CREDO 78

3.2 Ethical Resolution Making seventy nine

Some Reasons for Unethical Habits seventy nine

Device Highlight 3.2: UNETHICAL PRACTICES AT ENRON AND WORLDCOM EXPOSED BY “WHISTLE-BLOWERS” 80

Global Grief: HOW RULE-BASED AND RELATIONSHIP-BASED GOVERNANCE SYSTEMS AFFECT ETHICAL BEHAVIOR 81

Encouraging Ethical Habits 83

3.3 Stay of Chapter Summary 86

Ending Case for Piece One: BLOOD BANANAS 90

PART TWO Scanning the Atmosphere 93

C H A P T E R 4 Environmental Scanning and Substitute Diagnosis 94

4.1 Environmental Scanning 98

Identifying External Environmental Variables 98

Environmental Sustainability Grief: MEASURING AND SHRINKING YOUR PERSONAL CARBON FOOTPRINT 100

xii CONTENTS

Global Grief: IDENTIFYING POTENTIAL MARKETS IN DEVELOPING NATIONS 107

Identifying External Strategic Factors 108

4.2 Substitute Diagnosis: Analyzing the Assignment Atmosphere 109

Porter’s Capability to Substitute Diagnosis 110

Substitute Evolution 114

Categorizing Global Industries 114

Global Threat Evaluate 115

Strategic Groups 115

Strategic Types 117

Hypercompetition 117

Utilizing Key Success Factors to Create an Substitute Matrix 118

Device Highlight 4.1: MICROSOFT IN A HYPERCOMPETITIVE INDUSTRY 118

4.3 Aggressive Intelligence 120

Sources of Aggressive Intelligence 121

Device Highlight 4.2: EVALUATING COMPETITIVE INTELLIGENCE 122

Monitoring Opponents for Strategic Planning 122

4.4 Forecasting 123

Hazard of Assumptions 123

Helpful Forecasting Ways 124

4.5 The Strategic Audit: A Checklist for Environmental Scanning 125

4.6 Synthesis of External Factors—EFAS 126

4.7 Stay of Chapter Summary 127

APPENDIX 4.A Aggressive Diagnosis Ways 133

C H A P T E R 5 Within Scanning: Organizational Diagnosis 136

5.1 A Helpful resource-Essentially based fully Capability to Organizational Diagnosis 138

Core and Distinctive Competencies 138

Utilizing Sources to Ruin Aggressive Advantage 139

Figuring out the Sustainability of an Advantage 140

5.2 Substitute Models 142

5.3 Value-Chain Diagnosis 143

Device Highlight 5.1: A NEW BUSINESS MODEL AT SMARTYPIG 144

Substitute Value-Chain Diagnosis 145

Company Value-Chain Diagnosis 146

5.4 Scanning Helpful Sources and Capabilities 147

Basic Organizational Structures 147

Company Culture: The Company Capability 149

CONTENTS xiii

Global Grief: MANAGING CORPORATE CULTURE FOR GLOBAL COMPETITIVE ADVANTAGE: ABB VERSUS MATSUSHITA 150

Strategic Advertising and marketing and marketing Issues 151

Strategic Monetary Issues 153

Strategic Research and Trend (R&D) Issues 154

Strategic Operations Issues 156

Strategic Human Helpful resource (HRM) Issues 158

Environmental Sustainability Grief: USING ENERGY EFFICIENCY FOR COMPETITIVE ADVANTAGE AND QUALITY OF WORK LIFE 161

Strategic Files Systems/Know-how Issues 162

5.5 The Strategic Audit: A Checklist for Organizational Diagnosis 163

5.6 Synthesis of Within Factors 164

5.7 Stay of Chapter Summary 165

Ending Case for Piece Two: BOEING BETS THE COMPANY 170

PART THREE Device System 173

C H A P T E R 6 Device System: Subject Diagnosis and Substitute Device 174

6.1 Subject Diagnosis: SWOT Diagnosis 176

Producing a Strategic Factors Diagnosis Summary (SFAS) Matrix 176

Discovering a Propitious Niche 177

Global Grief: SAB DEFENDS ITS PROPITIOUS NICHE 181

6.2 Evaluate of Mission and Goals 181

6.3 Producing Different Solutions by Utilizing a TOWS Matrix 182

6.4 Substitute Solutions 183

Porter’s Aggressive Solutions 183

Environmental Sustainability Grief: PATAGONIA USES SUSTAINABILITY AS DIFFERENTIATION COMPETITIVE STRATEGY 187

Cooperative Solutions 195

6.5 Stay of Chapter Summary 199

C H A P T E R 7 Device System: Company Device 204

7.1 Company Device 206

7.2 Directional Device 206

Enhance Solutions 207

Device Highlight 7.1: TRANSACTION COST ECONOMICS ANALYZES VERTICAL GROWTH STRATEGY 210

xiv CONTENTS

Global Grief: COMPANIES LOOK TO INTERNATIONAL MARKETS FOR HORIZONTAL GROWTH 212

Device Highlight 7.2: SCREENING CRITERIA FOR CONCENTRIC DIVERSIFICATION 215

Controversies in Directional Enhance Solutions 216

Stability Solutions 217

Retrenchment Solutions 218

7.3 Portfolio Diagnosis 220

BCG Enhance-Fragment Matrix 221

Environmental Sustainability Grief: GENERAL MOTORS AND THE ELECTRIC CAR 222

GE Substitute Cowl conceal 223

Advantages and Boundaries of Portfolio Diagnosis 225

Managing a Strategic Alliance Portfolio 225

7.4 Company Parenting 226

Increasing a Company Parenting Device 227

Horizontal Device and Multipoint Opponents 228

7.5 Stay of Chapter Summary 229

C H A P T E R 8 Device System: Helpful Device and Strategic Resolution 236

8.1 Helpful Device 238

Advertising and marketing and marketing Device 238

Monetary Device 239

Research and Trend (R&D) Device 241

Operations Device 242

Global Grief: INTERNATIONAL DIFFERENCES ALTER WHIRLPOOL’S OPERATIONS STRATEGY 243

Procuring Device 244

Environmental Sustainability Grief: OPERATIONS NEED FRESH WATER AND LOTS OF IT! 245

Logistics Device 246

Human Helpful resource Management (HRM) Device 246

Files Know-how Device 247

8.2 The Sourcing Resolution: Situation of Functions 247

8.3 Solutions to Protect far off from 250

8.4 Strategic Resolution: Deciding on the Excellent Device 251

Constructing Company Scenarios 251

Course of of Strategic Resolution 257

CONTENTS xv

8.5 Increasing Insurance policies 258

8.6 Stay of Chapter Summary 259

Ending Case for Piece Three: KMART AND SEARS: STILL STUCK IN THE MIDDLE? 266

PART FOUR Device Implementation and Lend a hand watch over 269

C H A P T E R 9 Device Implementation: Organizing for Movement 270

9.1 Device Implementation 272

9.2 Who Implements Device? 273

9.3 What Have to Be Performed? 273

Increasing Packages, Budgets, and Procedures 274

Environmental Sustainability Grief: FORD’S SOYBEAN SEAT FOAM PROGRAM 274

Device Highlight 9.1: THE TOP TEN EXCUSES FOR BAD SERVICE 277

Reaching Synergy 278

9.4 How Is Technique to Be Implemented? Organizing for Movement 278

Construction Follows Device 279

Stages of Company Trend 280

Organizational Existence Cycle 283

Developed Kinds of Organizational Structures 285

Reengineering and Device Implementation 288

Six Sigma 289

Designing Jobs to Put in pressure Device 290

Device Highlight 9.2: DESIGNING JOBS WITH THE JOB CHARACTERISTICS MODEL 291

9.5 Global Issues in Device Implementation 291

Global Strategic Alliances 292

Stages of Global Trend 293

Global Grief: MULTIPLE HEADQUARTERS: A SIXTH STAGE OF INTERNATIONAL DEVELOPMENT? 294

Centralization Versus Decentralization 294

9.6 Stay of Chapter Summary 296

C H A P T E R 1 0 Device Implementation: Staffing and Directing 300

10.1 Staffing 302

Staffing Follows Device 303

Selection and Management Trend 305

Device Highlight 10.1: HOW HEWLETT-PACKARD IDENTIFIES POTENTIAL EXECUTIVES 306

Complications in Retrenchment 308

Global Issues in Staffing 309

xvi CONTENTS

10.2 Leading 311

Managing Company Culture 311

Environmental Sustainability Grief: ABBOTT LABORATORIES’ NEW PROCEDURES FOR GREENER COMPANY CARS 312

Movement Planning 316

Management by Goals 318

Whole Quality Management 318

Global Issues in Leading 319

Global Grief: CULTURAL DIFFERENCES CREATE IMPLEMENTATION PROBLEMS IN MERGER 321

10.3 Stay of Chapter Summary 322

C H A P T E R 1 1 Evaluate and Lend a hand watch over 328

11.1 Evaluate and Lend a hand watch over in Strategic Management 330

11.2 Measuring Efficiency 332

Appropriate