PDF Archive

Easily share your PDF documents with your contacts, on the Web and Social Networks.

Share a file Manage my documents Convert Recover PDF Search Help Contact



253437947 Strategy Analysis and Action 8th Ed .pdf



Original filename: 253437947-Strategy-Analysis-and-Action-8th-Ed.pdf
Title: 0132943948.pdf

This PDF 1.6 document has been generated by Acrobat: pictwpstops filter 1.0 / Acrobat Distiller 7.0.5 for Macintosh, and has been sent on pdf-archive.com on 07/05/2018 at 15:49, from IP address 134.153.x.x. The current document download page has been viewed 438 times.
File size: 1.3 MB (265 pages).
Privacy: public file




Download original PDF file









Document preview


EIGHTH EDITION

Strategic Analysis and Action
MARY M. CROSSAN MICHAEL J. ROUSE JOSEPH N. FRY J. PETER KILLING
Richard Ivey School of Business,
University of Western Ontario

Richard Ivey School of Business,
University of Western Ontario

Toronto

Richard Ivey School of Business,
University of Western Ontario

Institute for Management Development,
Lausanne, Switzerland

Vice-President, Editorial Director: Gary Bennett
Editor-in-Chief: Nicole Lukach
Acquisitions Editor: Nick Durie
Marketing Manager: Jenna Wulff
Supervising Developmental Editor: Madhu Ranadive
Project Manager: Jessica Hellen
Manufacturing Manager: Susan Johnson
Production Editor: Lila Campbell
Proofreader: Susan Bindernagel
Compositor: MPS Limited, a Macmillan Company
Permissions Researcher: Joanne Tang
Art Director: Julia Hall
Cover and Interior Designer: Anthony Leung
Cover Image: Neliyana Kostadinova, Shutterstock images
Credits and acknowledgments for material borrowed from other sources and reproduced, with
permission, in this textbook appear on the appropriate page within text.
If you purchased this book outside the United States or Canada, you should be aware that it has
been imported without the approval of the publisher or the author.

Copyright © 2013, 2009, 2005, 2002, 2000, 1997, 1992, 1989 Pearson Canada Inc. All rights
reserved. Manufactured in the United States of America. This publication is protected by copyright
and permission should be obtained from the publisher prior to any prohibited reproduction, storage
in a retrieval system, or transmission in any form or by any means, electronic, mechanical,
photocopying, recording, or likewise. To obtain permission(s) to use material from this work,
please submit a written request to Pearson Canada Inc., Permissions Department, 26 Prince
Andrew Place, Don Mills, Ontario, M3C 2T8, or fax your request to 416-447-3126, or submit
a request to Permissions Requests at www.pearsoncanada.ca.
10 9 8 7 6 5 4 3 2 1 [EB]
Library and Archives Canada Cataloguing in Publication
Strategic analysis & action / Mary M.
Crossan . . . [et al.]. — 8th ed.
First–4th eds. written by Joseph N. Fry, J. Peter
Killing. 5th–8th eds. written by Mary M. Crossan et al.
Includes bibliographical references and index.
ISBN 978-0-13-215810-7
1. Business planning—Textbooks. 2. Strategic planning—Textbooks. I. Crossan, Mary M.
II. Title: Strategic analysis and action.
HD31.F79 2011

658.4’012

C2011-907005-7

ISBN 978-0-13-215810-7

Contents
Preface ix
Acknowledgements
Introduction xii

x

1 A General Management Perspective
The Job of the General Manager 1
Assessing Performance 3
Using the Performance Matrix

1

5

Setting Direction: Vision, Mission, Values
Guiding Philosophy 8
Tangible Image 10
Reasonable Expectations of a Vision Process
Process Concerns 12
A Final Vision Check 12

6

10

From Vision, Mission, and Values to Strategy 13
Strategic Analysis, Planning, and Business Plans 14
Summary 14
Notes 14
Additional Readings

15

2 Strategy 17
The Essentials of the Strategy Model 17
The Role of Strategy 18
Strategy in a Single Business 19
Goals 20
Goal Structures 21
Describing Goal Structures 22
Goals and Competitive Advantage

Product Market Focus

23

23

Describing Product Market Focus 24
Product Market Focus and Competitive Advantage

Value Proposition

26

26

Describing Value Propositions 27
The Value Proposition and Competitive Advantage

Core Activities

29

29

Describing Core Activities 30
Core Activities and Competitive Advantage

32

Putting the Strategy Components Together

32
Contents

iii

Other Strategy Perspectives
Corporate Strategy 37

35

Describing Corporate Strategy 39
Corporate Strategy and Competitive Advantage 40
Corporate Strategy and Corporate General Management
Summary 42
Notes 43
Additional Readings

41

44

3 The Diamond-E Framework 46
Introducing the Diamond-E Framework 46
The Criterion of Consistency 46
Consistency, Opportunity, and Risk 48
Strategy, Strategic Proposals, and Strategic Analysis

Using the Diamond-E Framework

The Strategy-Environment Linkage 51
The Strategy-Resources Linkage 51
The Strategy-Management Preferences Linkage
The Strategy-Organization Linkage 52

Strategic Tension 53
The Process of Strategic Analysis

50

50
51

54

Step 1: Base Case Analysis 55
Step 2: Strategy Formulation and Testing 56
Step 3: Decision and Execution 57
Summary 57
Notes 58

4 Tools for Environment Analysis 59
Porter’s Five Forces Model 60
Value Chain 65
Cooperation and Competition: Game Theory 67
Math for Strategists 69
Pest 70
Scenario Planning 71
New Economy Models 71
Blue Ocean Strategy 73
Global Industry Models 75
Stakeholder Analysis 75
Summary 79
Notes 80

5 Environment Analysis: The Strategy-Environment Linkage
Conducting Environment Analysis 83
Step 1: Focus the Environment Analysis 83
iv

Contents

83

Performance Assessment as a Focusing Tool 85
The Strategic Proposal as a Focusing Tool 86
Jantzen Technologies: A Case Study 86
The Profit Model as a Focusing Tool 88
Defining the Right Time Horizon 90
Minimizing the Risks of Focus 91

Step 2: Test the Strategy-Environment Linkage
Demand 94
Supply 96
Competition 98
Government 100
First Check for Fit or Recycle

103

Step 3: Forecast Performance 103
Step 4: Rank Against Other Proposals
Summary 105
Notes 105
Additional Readings

93

104

106

6 Resource Analysis: The Strategy-Resource Linkage 107
The Nature of Resources 107
Other Characterizations of Resources 109
Resources and Competitive Advantage 111
The Dual Role of Resources 114
The Constraining Role of Resources 114
The Driving Role of Resources 114

Resource Analysis 115
Step 1: Identify Resource Requirements 116
Step 2: Test the Strategy-Resource Linkage 118
Recycling

120

Step 3: Develop Gap-Closing Analysis 121
Step 4: Move to the Next Step in the Diamond-E Analysis
Dynamic Resources 123
Resources and the Scope of the Firm 124
Summary 124
Notes 124
Additional Readings

123

125

7 Management Preference Analysis: The
Strategy-Management Preference Linkage 127
Value Creation, Capture, and Distribution 127
Reconciling Stakeholder Interests 128
Corporate Governance 129
Corporate Social Responsibility 132

Contents

v

Management as a Key Stakeholder

133

Inconsistency Between Proposed and Preferred Strategy 134
Inconsistency Between Preferred Strategy and Other Realities

134

The Role of Management Preferences 135
The Roots of Strategic Preference 136
Basic Needs 136
Beliefs 137
Job Context 138
Frozen Preference 140
Implications 140

Matching Preferences and Strategy 141
Step 1: Identify the Required Management Preferences
Step 2: Test the Strategy-Preferences Linkage 143
Step 3: Develop Gap-Closing Analysis 144

143

Framing the Gap-Closing Issues—Individual Managers 144
Gap-Closing Actions and Risks—Individual Managers 146
Framing the Gap-Closing Issues—Groups of Managers 147

Management Preferences and Competitive Analysis

149

Summary 150
Notes 150

8 Strategy and Organization 152
Organizational Capabilities 154
Behaviour 157
Culture 158
Step 1: Identify Required Organizational Capabilities 160
Step 2: Identify Capability Gaps 162
Step 3: Develop New Organizational Capabilities 163
Organization Structure 163
Functional Structure 164
Product Organization 166
Geographic Structure 167
Matrix 168
Cellular 169
Strategic Alliances 170
Choosing a Structure 171

Management Processes

172

Decision-Making Processes 173
Operating Processes 174
Performance Assessment and Reward Processes

Leadership Behaviour

176

Do You Have the Right Leaders?

178

Using All Three Leverage Points
Step 4: Assess Feasibility 179
vi

Contents

178

175

Summary 181
Notes 181

9 Strategic Choice 184
Strategy as a Dynamic Process 184
Setting Direction 184
Focusing Effort 185
Defining the Organization 185
Providing Consistency 185
Strategy as Planning 186
Strategy as Learning 190
Cognitive Biases 191
Organizational Learning and Strategic Renewal 194
Reconciling the Tensions in Strategic Renewal 195

Leadership for Strategic Renewal 198
The Practical Matter of Strategic Choice at a Point of Time
Summary 201
Notes 201
Additional Readings

199

203

10 Implementing Strategy: Change Agenda
and Starting Conditions 205
Implementing Strategic Change 205
The Change Plan 207
Change Agenda 207
Analysis of Starting Conditions 208
Urgency for Action: The Crisis Curve 208
Crisis Change 210
Anticipatory Change 212
Reactive Change 214

Organizational Readiness for Change

216

Target Group Identification 216
Target Group Readiness 217

Personal Readiness for Change
The View From Below 221
Summary 222
Notes 222
Additional Readings

219

223

11 Implementing Strategy: Guidelines and Action
Establishing Guidelines for Action 224
Priority Objectives 224
Behavioural Versus Non-Behavioural Objectives

Action Priorities

224

224

226
Contents

vii

Priority Targets 226
Picking Starting Points for Action
Focus Versus Scope 229

Leadership Style 230
Directive Leadership 231
The Participative Style 232

Pace

233

Implementing Pace Decisions

234

Generic Guidelines 234
Crisis Change 235
Anticipatory Change 236
Reactive Change 239

Creating an Action Plan 241
Monitoring Performance 242
Summary 243
Notes 243
Additional Readings
Index

viii

246

Contents

245

228


Related documents


bus 599 week 5 assignment corporate cul
talent managment powering strategic initiatives in the pmo 1
aarkstore fichtner gmbh co kg strategic swot
anirban roy
aarkstore pharmaleaders cro benchmark report
aarkstore wind prospect group ltd strategic swot


Related keywords