Strategic Analysis
P A R T
1
Strategic Analysis
PA R T O U T L I N E
1 2 3 4
Strategic Management: Creating Competitive Advantages Analyzing the External Environment of the Firm Assessing the Internal Environment of the Firm Recognizing a Firm’s Intellectual Assets: Moving beyond a Firm’s Tangible Resources
1
Chapter 1 Analyzing Goals and Objectives
Chapter 2 Analyzing the External Environment Chapter 4 Assessing Intellectual Capital Strategy Analysis
Chapter 3 Analyzing the Internal Environment
Chapter 5 Formulating Business-Level Strategies
Chapter 9 Implementation: Strategic Controls Chapter 11 Strategic Leadership: Excellence, Ethics and Change Chapter 12 Strategic Leadership: Fostering Entrepreneurship Strategy Implementation
Chapter 6 Formulating Corporate-Level Strategies Chapter 8 Formulating Internet Strategies Strategy Formulation
Chapter 7 Formulating International Strategies
Chapter 10 Implementation: Organization Design
Chapter 13 Case Analysis
C H A P T E R
1
Strategic Management:
Creating Competitive Advantages
CHAPTER OBJECTIVES
After reading this chapter, you should have a good understanding of:
I I I I I
The definition of strategic management and its four key attributes. The strategic management process and its three interrelated and principal activities. Why stakeholder management is so critical in the strategic management process and how “symbiosis” can be achieved among an organization’s stakeholders. The key environmental forces that are creating more unpredictable change and requiring greater empowerment throughout the organization. How an awareness of a hierarchy of strategic goals can help an organization achieve coherence in its strategic direction.
W
e define strategic management as consisting of the analysis, decisions, and actions an organization undertakes in order to create and sustain competitive advantages. At the heart of strategic management is the question: How and why do some firms
1
Strategic Analysis
PA R T O U T L I N E
1 2 3 4
Strategic Management: Creating Competitive Advantages Analyzing the External Environment of the Firm Assessing the Internal Environment of the Firm Recognizing a Firm’s Intellectual Assets: Moving beyond a Firm’s Tangible Resources
1
Chapter 1 Analyzing Goals and Objectives
Chapter 2 Analyzing the External Environment Chapter 4 Assessing Intellectual Capital Strategy Analysis
Chapter 3 Analyzing the Internal Environment
Chapter 5 Formulating Business-Level Strategies
Chapter 9 Implementation: Strategic Controls Chapter 11 Strategic Leadership: Excellence, Ethics and Change Chapter 12 Strategic Leadership: Fostering Entrepreneurship Strategy Implementation
Chapter 6 Formulating Corporate-Level Strategies Chapter 8 Formulating Internet Strategies Strategy Formulation
Chapter 7 Formulating International Strategies
Chapter 10 Implementation: Organization Design
Chapter 13 Case Analysis
C H A P T E R
1
Strategic Management:
Creating Competitive Advantages
CHAPTER OBJECTIVES
After reading this chapter, you should have a good understanding of:
I I I I I
The definition of strategic management and its four key attributes. The strategic management process and its three interrelated and principal activities. Why stakeholder management is so critical in the strategic management process and how “symbiosis” can be achieved among an organization’s stakeholders. The key environmental forces that are creating more unpredictable change and requiring greater empowerment throughout the organization. How an awareness of a hierarchy of strategic goals can help an organization achieve coherence in its strategic direction.
W
e define strategic management as consisting of the analysis, decisions, and actions an organization undertakes in order to create and sustain competitive advantages. At the heart of strategic management is the question: How and why do some firms