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366 INDEX

Q Strategic management, 6 Strategy formulation, 6, 15, 45, 176, 213–223
OSPM, 192–196 Art vs Science Issue, 301 Analytical framework, 177
Quality (production/operations function), Benefits, 16–18 Cultural aspects, 196
113–115 Case analysis, 346–358 Decision stage, 192
Framework, 176–177
Quantitative Strategic Planning Matrix (OSPM), Challenges, 301–304 Governance issues, 198
192–196 Definition, 5–6 Input stage, 177
Question marks, 186 Guidelines for effective strategic Matching stage, 177
management, 21, 298 Politics of, 196–197
R In nonprofit and governmental organizations, Versus strategy implementation, 6, 213
162–163
Ratings, 80 Strategy implementation, 6, 15, 45, 252
In small firms, 164
Ratio analysis, 107–111 Strategy implementation (Chapter 7) –
Rational change strategy, 234 Levels of your own health, 243 Management and Operations Issues,
Model, 14–16, 45, 61, 136, 176, 214
Recession, 335 Process, 6 213–249
Reengineering and e-engineering, 230 Secret vs open discussion, 301–302 Balancing work life and home life, 240–242
Relative market share position, 184 Stages, 6–7 Benefits of a diverse workforce, 242
Reconciliatory, 52 Terms, 9–15 Chandler’s strategy/structure relationship,
Research and development, 115–117, 275 Visible vs hidden issue, 301–302 221
Research and development audit, 117 Strategic Management Club Online, 6, 38–39 Corporate wellness programs, 242–243
Assurance of Learning Exercise, 38–39
Internal and external, 116 Creating a strategy-supportive culture, 235
Strategic objectives, 33
Research and development issues, 115 Do’s and don’ts in developing organization
Strategic planning, 6
Resistance to change, 234 charts, 228–229
Art vs Science Issue, 301
Resource allocation, 219 Challenges, 301 Divisional structure, 222–225
Resource-Based View (RBV), 96 Pitfalls, 19 Employee stock ownership plans (ESOPs),
Empirical indicators, 96 Process of generating and selecting strategies, 239
Resource similarity, 74 172–185 Functional structure, 222
Restructuring, 229 Quotes, 3, 41, 59, 91, 131, 173, 211, 251, 285, Human resource concerns when implementing
Retrenchment, 146 309, 329 strategies, 237–243
Retreats, 16 Software, 118 Linking performance and pay to strategies,
Revised EFE (and IFE) Matrix, 290–291 Why some firms do no strategic planning, 231–234
18–19
Rightsizing, 229 Management and operations issues (Chapter
Strategic Position and Action Evaluation
Rite, 97 (SPACE) Matrix, 181–184 7), 210–240
Ritual, 97 Strategies, 13, 97 Managing resistance to change, 234
Rivalry Among Competing Firms, 75 Backward integration, 140 Marketing, Finance/Accounting, R&D, and
Rudin’s Law, 173 Bankruptcy, 147 MIS Issues (Chapter 8), 250–270
Rumelt’s Criteria for Evaluating Strategies, Diversification, 143 Matrix structure, 226–227
288 Divestiture, 148 Production/Operations concerns when
Forward integration, 139 implementing strategies, 236–237
Franchising, 139
S Generic, 151 Restructuring, reengineering,
Saga, 97 Horizontal integration, 141 and e-engineering, 229–231
Sales promotion, 105, 259 Levels of, 138 Strategic business unit (SBU) structure, 225
Sample case analysis outline, 346–349 Liquidation, 149 Versus strategy formulation, 6, 213
Sarbanes-Oxley Act, 200 Market development, 142 Strategy implementation (Chapter 8) –
Satisfying, 197 Market penetration, 141 Marketing, Finance, R&D, MIS Issues,
Segmentation, 257–259 Means for achieving, 155–162, 188 252–283
Product development, 142
Self-concept in mission statements, 51 Related diversification, 144 Acquiring capital, 262–266
Self-interest change strategy, 234 Retrenchment, 146 Advertising media, 256–257
Selling products/services, 103 Types of, 136 Current marketing issues, 253–254
Six Sigma, 230 Unrelated diversification, 144 Deciding whether to go public, 275
Small businesses, 164 Vertical integration, 139 EPS-EBIT analysis, 262–266
SO Strategies, 178 Strategos, 21 Evaluating the worth of a business, 273–275
Social, cultural, demographic and environmental Strategists, 10–11 Finance/Accounting issues, 261–272
forces, 66 Strategy-structure relationship, 220–229 Financial budgets, 271–273
Variables, Strategy-supportive culture, 97–99, 235–236 Internet, 259
Strategy and culture, 97–99, 235–236
Social policy, 315, 335 Cultural products, 97 Market segmentation, 257–260
Japan versus the world, 338 Strategy analysis and choice, 196–197 Marketing issues, 253–260
Social networking web sites, 254–256 Strategy Club, 6, 38–39 MIS issues, 277–278
Social policies on retirement, 316 Strategy evaluation, 7, 15, 45 New source of funding, 266
Social responsibility (Chapter 10), 305–317 Strategy Evaluation (Chapter 9), 286–307 New principles of marketing, 254–256
Songbirds and coral reefs in trouble, 322 Activities, 14–15 Product positioning, 260–261
Sources of external information, 78 Art vs Science Issue, 301 Projected financial statement analysis,
SPACE Matrix, 181–184 Auditing, 300 266–271
ST Strategies, 178 Balanced scorecard, 295–296 Purposed-based marketing, 257
Challenges, 301
STAS, 195 Characteristics of an effective evaluation Research and development issues, 275–277
Stability Position (SP), in SPACE, 181 system, 298 Wellness programs, 242
Staffing, 100 Contingency planning, 299 Strategy profiles, 181–184
Standards, 292–295 Framework, 290–295 Strategy review, evaluation, and control,
Stakeholders, 49 Measuring organizational performance, 284–304
Stars, 186 292–297 Strengths-Weaknesses-Opportunities-Threats
Statement of beliefs, 44 Published sources, 297 (SWOT) Matrix, 178
Statement of philosophy, 44 Reviewing bases of strategy, 290 Strengths, 178
Review, evaluation, and control (Chapter 9),
Statement of purpose, 44 284–303 Structure and strategy, 220–229
Stock financing, 262–266 Taking corrective actions, 294 Sum Total Attractiveness Scores (TAS) (in a
Story, 97 Top-Down or Bottom-Up strategic planning, QSPM), 195
Strategic Business Unit (SBU) structure, 225 302 Sustainability, 310, 317–322
Strategic objectives, 133–136 Visible vs hidden issue, 301 Sustainability Report, 317