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PART 1 OVERVIEW OF STRATEGIC MANAGEMENT1

CASES C-1

CHAPTER1

THE NATURE OF STRATEGIC MANAGEMENT2

SERVICE COMPANIESSMALL BUSINESSES1．Splatterball Adventure Games—19962

Defining Strategic Management4

WHAT IS STRATEGIC MANAGEMENT?4

Stages of Strategic Management5

Adapting to Change6

Integrating Intuition and Analysis6

KEY TERMS IN STRATEGIC MANAGEMENT8

Strategists8

Mission Statements9

External Opportunities and Threats9

Internal Strengths and Weaknesses9

Long-Term Objectives10

ContentsPREFACE10

Strategies11

Annual Objectives11

THE STRATEGIC-MANAGEMENT MODEL12

Policies12

2．Norwood Furniture Company—199514

BENEFITS OF STRATEGIC MANAGEMENT15

INTRODUCTIONHOW TO ANALYZE A BUSINESS POLICY CASE　15

Financial Benefits16

Nonfinancial Benefits17

The Need for Practicality18

BUSINESS ETHICS AND STRATEGIC MANAGEMENT18

The Need for Justification18

The Need for Realism18

WHAT IS A BUSINESS POLICY CASE?　18

GUIDELINES FOR PREPARING CASE ANALYSES　18

The Need for Specificity19

PREPARING A CASE FOR CLASS DISCUSSION19

The Need for Originality19

The Case Method Versus Lecture Approach19

The Need to Contribute19

PREPARING A WRITTEN CASE ANALYSIS 　20

The Executive Summary20

The Cross-Examination20

COMPARING BUSINESS AND MILITARY STRATEGY21

MAKING AN ORAL PRESENTATION21

The Comprehensive Written Analysis21

Steps in Preparing a Comprehensive Written Analysis21

Constructing Visual Aids22

Speaking from Notes22

Managing Body Language 　22

Controlling Your Voice22

Organizing the Presentation22

FIFTY TIPS FOR SUCCESS IN CASE ANALYSIS23

Answering Questions23

INSTRUCTIONS FOR USING THE STRATEGY FORMULATOR AND CASE ANALYST SOFTWARE26

THE COHESION CASE AND EXPERIENTIAL EXERCISES26

THE STRATEGY FORMULATOR SOFTWARE27

Making a Backup Copy of the Diskettes27

The Cohesion Case:Hershey Foods Corporation—199627

3．The Woodlands Cleaning Service—199528

The Structure and Function of Strategy Formulator　28

The Print Routine29

The Save and Load Routines29

Getting Started 　29

Contents of the Diskette31

THE CASE ANALYST SOFTWARE31

BANKINGINDUSTRY NOTE37

Experiential Exercise 1B Developing a Code of Business Ethics for Hershey Foods42

Experiential Exercise 1A Strategy Analysis for Hershey Foods42

Experiential Exercise 1C The Ethics of Spying on Competitors43

Experiential Exercise 1E Strategic Planning at a Local Company44

Experiential Exercise 1D Strategic Planning for My University44

CHAPTER 2 STRATEGIES IN ACTION46

TYPES OF STRATEGIES48

INTEGRATION STRATEGIES48

Forward Integration50

Backward Integration50

Horizontal Integration51

INTENSIVE STRATEGIES51

Market Penetration52

Market Development52

Product Development52

4．Citicorp—199653

DIVERSIFICATION STRATEGIES53

Horizontal Diversification53

Concentric Diversification53

Joint Venture54

DEFENSIVE STRATEGIES54

Conglomerate Diversification54

Divestiture55

Retrenchment55

GUIDELINES FOR PURSUING STRATEGIES56

Combination56

Liquidation56

MERGERS AND LEVERAGED BUYOUTS59

MICHAEL PORTER'S GENERIC STRATEGIES60

Leveraged Buyouts(LBOs)60

Cost Leadership Strategies61

Differentiation Strategies61

Focus Strategies62

The Value Chain63

The Competitive Advantage of Nations63

STRATEGIC MANAGEMENT IN NONPROFIT GOVERNMENTAL ORGANIZATIONS63

Educational Institutions64

Medlcal Organizations64

STRATEGIC MANAGEMENT IN SMALL FIRMS65

Governmental Agencies and Departments65

EXPERIENTIAL EXERCISE 2B EXAMINING STRATEGY ARTICLES70

EXPERIENTIAL EXERCISE 2A WHAT HAPPENED AT HERSHEY FOODS IN 1997?70

EXPERIENTIAL EXERCISE 2D STRATEGIC MANAGEMENT AT THE DYNAMIC COMPUTER COMPANY71

EXPERIENTIAL EXERCISE 2C CLASSIFYING 1996 STRATEGIES71

5．Banc One Corporation—199672

EXPERIENTIAL EXERCISE 2E HOW RISKY ARE VARIOUS ALTERNATIVE STRATEGIES?73

EXPERIENTIAL EXERCISE 2F DEVELOPING ALTERNATIVE STRATEGIES FOR MY UNIVERSITY74

PART 2 STRATEGY FORMULATION75

CHAPTER 3 THE BUSINESS MISSION76

WHAT IS OUR BUSINESS?78

THE IMPORTANCE OF A CLEAR MISSION80

Vision Versus Mission81

The Process of Developing a Mission Statement82

THE NATURE OF A BUSINESS MISSION82

A Declaration of Attitude82

A Resolution of Divergent Views84

A Customer Orientation86

A Declaration of Social Policy87

COMPONENTS OF A MISSION STATEMENT87

WRITING AND EVALUATING MISSION STATEMENTS88

RETAILINGINDUSTRY NOTE89

6．The Limited,Inc.—199694

EXPERIENTIAL EXERCISE 3A EVALUATING MISSION STATEMENTS96

EXPERIENTIAL EXERCISE 3B WRITING A MISSION STATEMENT FOR HERSHEY FOODS97

EXPERIENTIAL EXERCISE 3D CONDUCTING MISSION STATEMENT RESEARCH98

EXPERIENTIAL EXERCISE 3C WRITING A MISSION STATEMENT FOR MY UNIVERSITY98

EXPERIENTIAL EXERCISE 3F USING THE STRATEGY FORMULATOR SOFTWARE99

EXPERIENTIAL EXERCISE 3E ARE MISSION STATEMENTS ESOTERIC?99

CHAPTER 4 THE EXTERNAL ASSESSMENT100

THE NATURE OF AN EXTERNAL AUDIT102

Key External Forces102

The Process of Performing an External Audit104

Information Technology105

ECONOMIC FORCES106

7．Nordstrom—1997107

SOCIAL,CULTURAL,DEMOGRAPHIC,AND ENVIRONMENTAL FORCES109

POLITICAL,GOVERNMENTAL,AND LEGAL FORCES111

TECHNOLOGICAL FORCES113

COMPETITIVE FORCES115

Competitive Intelligence Programs118

Cooperation Among Competitors120

SOURCES OF EXTERNAL INFORMATION121

Library Publications121

Online Databases121

Indexes121

FORECASTING TOOLS AND TECHNIQUES124

COMPETITIVE ANALYSIS:PORTER'S FIVE-FORCES MODEL126

Making Assumptions126

8．Wal-Mart Stores,Inc.—1997127

Rivalry Among Competing Firms127

Bargaining Power of Suppliers128

Development of Substitute Products128

Potential Entry of New Competitors128

INDUSTRY ANALYSIS:THE EXTERNAL FACTOR EVALUATION (EFE)MATRIX129

Bargaining Power of Consumers129

THE COMPETITIVE PROFILE MATRIX (CPM)130

EXPERIENTIAL EXERCISE 4B　THE LIBRARY SEARCH135

EXPERIENTIAL EXERCISE 4A　DEVELOPING AN EFE MATRIX FOR HERSHEY　FOODS 　135

EXPERIENTIAL EXERCISE 4E　DEVELOPING A COMPETITIVE PROFILE MATRIX　FOR HERSHEY FOODS　136

EXPERIENTIAL EXERCISE 4D　USING THE STRATEGY FORMULATOR　SOFTWARE136

EXPERIENTIAL EXERCISE 4C　DEVELOPING AN EFE MATRIX FOR MY　UNIVERSITY136

EXPERIENTIAL EXERCISE 4F　DEVELOPING A COMPETITIVE PROFILE MATRIX　FOR MY UNIVERSITY　137

CHAPTER 5　THE INTERNAL ASSESSMENT138

LODGING AND GAMING INDUSTRY NOTE140

Key Internal Forces140

THE NATURE OF AN INTERNAL AUDIT140

The Process of Performing an Internal Audit140

RELATIONSHIPS AMONG THE FUNCTIONAL AREAS OF BUSINESS142

Integrating Strategy and Culture143

Operating As If the Natural Environment Matters145

MANAGEMENT146

Planning146

Organizing148

Motivating148

Staffing149

Controlling150

MARKETING151

Customer Analysis151

Buying Supplies151

Selling Products/Services151

Product andService Planning152

Pricing152

Distribution152

FINANCE/ACCOUNTING153

Marketing Research153

Opportunity Analysis153

Social Responsibility153

Basic Types of Financial Ratios154

Finance/Accounting Functions154

PRODUCTION/OPERATIONS157

RESEARCH AND DEVELOPMENT158

9．Promus Companies,Inc.—1996159

Internal and External R D160

COMPUTER INFORMATION SYSTEMS162

Strategic Planning Software163

INTERNAL-AUDIT CHECKLISTS163

THE INTERNAL FACTOR EVALUATION(IFE) MATRIX164

EXPERIENTIAL EXERCISE 5B CONSTRUCTING AN IFE MATRIX FOR HERSHEY FOODS170

EXPERIENTIAL EXERCISE 5A PERFORMING A FINANCIAL RATIO ANALYSIS FOR HERSHEY FOODS170

EXPERIENTIAL EXERCISE 5D USINGTHESTRATEGYFORMULATOR SOFTWARE171

EXPERIENTIAL EXERCISE 5C CONSTRUCTING AN IFE MATRIX FOR MY UNIVERSITY171

CHAPTER 6 STRATEGY ANALYSIS AND CHOICE172

The Process of Generating and Selecting Strategies174

THE NATURE OF STRATEGY ANALYSIS AND CHOICE174

10．Circus Circus Enterprises,Inc.—1997175

The Nature of Long-Term Objectives176

LONG-TERM OBJECTIVES176

A COMPREHENSIVE STRATEGY-FORMULATION FRAMEWORK178

Not Managing by Objectives178

THE MATCHING STAGE179

THE INPUTSTAGE179

The Threats-Opportunities-Weaknesses-Strengths(TOWS)Matrix180

The Strategic Position and Action Evaluation(SPACE)Matrix184

The Boston Consulting Group(BCG) Matrix187

11．Carnival Corporation—1996188

The Internal-External(IE)Matrix190

The Grand Strategy Matrix191

The Quantitative Strategic Planning Matrix(QSPM)193

THE DECISION STAGE193

Positive Features and Limitations of the QSPM195

CULTURAL ASPECTS OF STRATEGY CHOICE196

THE POLITICS OF STRATEGY CHOICE197

THE ROLE OF A BOARD OF DIRECTORS199

RAILROADS AND BUSESINDUSTRY NOTE203

EXPERIENTIAL EXERCISE 6C DEVELOPING A BCG MATRIX FOR HERSHEY FOODS205

EXPERIENTIAL EXERCISE 6B DEVEIOPING A SPACE MATRIX FOR HERSHEY FOODS205

EXPERIENTIAL EXERCISE 6A DEVELOPING A TOWS MATRIX FOR HERSHEY FOODS205

EXPERIENTIAL EXERCISE 6E FORMULATING INDIVIDUAL STRATEGIES206

EXPERIENTIAL EXERCISE 6D DEVELOPING A QSPM FOR HERSHEY FOODS206

EXPERIENTIAL EXERCISE 6F THE MACH TEST207

EXPERIENTIAL EXERCISE 6G DEVELOPING A BCG MATRIX FOR MY UNIVERSITY208

EXPERIENTIAL EXERCISE 6I THE ROLE OF BOARDS OF DIRECTORS209

EXPERIENTIAL EXERCISE 6H USING THE STRATEGY FORMULATOR SOFTWARE209

EXPERIENTIAL EXERCISE 6J LOCATING COMPANIES IN A GRAND STRATEGY MATRIX210

12．Dakota,Minnesota, Eastern Railroad—1995210

PART 3 STRATEGY IMPLEMENTATION211

CHAPTER 7 IMPLEMENTING STRATEGIES:MANAGEMENT ISSUES212

THE NATURE OF STRATEGY IMPLEMENTATION214

Management Perspectives214

ANNUAL OBJECTIVES217

POLICIES219

RESOURCE ALLOCATION220

MANAGING CONFLICT221

MATCHING STRUCTURE WITH STRATEGY222

The Functional Structure223

The Divisional Structure223

13．Greyhound Lines,Inc.—1996225

The Strategic Business Unit(SBU)Structure226

The Matrix Structure226

RESTRUCTURING AND REENGINEERING226

Restructuring227

Reengineering227

LINKING PERFORMANCE AND PAY TO STRATEGIES228

MANAGING RESISTANCE TO CHANGE230

MANAGING THE NATURAL ENVIRONMENT232

CREATING A STRATEGY-SUPPORTIVE CULTURE233

MOVIE CINEMASINDUSTRY NOTE234

PRODUCTION/OPERATIONS CONCERNS WHEN IMPLEMENTING STRATEGIES234

HUMAN RESOURCE CONCERNS WHEN IMPLEMENTING STRATEGIES236

14．Cineplex Odeon—1996237

Employee Stock Ownership Plans(ESOPs)237

Balancing Work Life and Home Life238

Corporate Fitness Programs239

EXPERIENTIAL EXERCISE 7A REVISING HERSHEY FOODS'ORGANIZATIONAL CHART245

EXPERIENTIAL EXERCISE 7B MATCHING MANAGERS WITH STRATEGY245

EXPERIENTIAL EXERCISE 7C DO ORGANIZATIONS REALLY ESTABLISH OBJECTIVES?246

NOT-FOR-PROFIT ORGANIZATIONS15．Audubon Zoo—1995246

EXPERIENTIAL EXERCISE 7D UNDERSTANDING MY UNIVERSITY'S CULTURE247

CHAPTER 8 IMPLEMENTING STRATEGIES:MARKETING,FINANCE/ACCOUNTING,R D,AND CIS ISSUES248

THE NATURE OF STRATEGY IMPLEMENTATION250

MARKETING ISSUES250

Market Segmentation252

Product Positioning254

FINANCE/ACCOUNTING ISSUES257

Pro Forma Financial Statements258

Financial Budgets261

Evaluating the Worth of a Business262

RESEARCH AND DEVELOPMENT(R D)ISSUES263

Deciding Whether to Go Public263

16．The Classic Car Club of America—1996263

COMPUTER INFORMATION SYSTEMS(CIS)ISSUES266

EXPERIENTIAL EXERCISE 8A DEVELOPING A PRODUCT POSITIONING MAP FOR HERSHEY FOODS270

EXPERIENTIAL EXERCISE 8B PERFORMING AN EPS/EBIT ANALYSIS FOR HERSHEY FOODS270

EXPERIENTIAL EXERCISE 8C USING CASE ANALYST TO PREPARE PRO FORMA FINANCIAL STATEMENTS FOR HERSHEY FOODS270

EXPERIENTIAL EXERCISE 8D DETERMINING THE CASH VALUE OF HERSHEY FOODS271

EXPERIENTIAL EXERCISE 8E DEVELOPING A PRODUCT POSITIONING MAP FOR MY UNIVERSITY271

EXPERIENTIAL EXERCISE 8F DO BANKS REQUIRE PRO FORMA STATEMENTS?272

PART 4 STRATEGY EVALUATION273

CHAPTER 9 STRATEGY REVIEW,EVALUATION,AND CONTROL274

17．Elkins Lake Baptist Church—1995275

THE NATURE OF STRATEGY EVALUATION276

The Process of Evaluating Strategies280

A STRATEGY-EVALUATION FRAMEWORK281

Reviewing Bases of Strategy281

Measuring Organizational Performance283

Taking Corrective Actions284

PUBLISHED SOURCES OF STRATEGY-EVALUATION INFORMATION286

CHARACTERISTICS OF AN EFFECTIVE EVALUATION SYSTEM287

18．Walnut Creek Baptist Church—1995288

CONTINGENCY PLANNING288

AUDITING290

The Environmental Audit290

USING COMPUTERS TO EVALUATE STRATEGIES291

GUIDELINES FOR EFFECTIVE STRATEGIC MANAGEMENT293

19．The Metropolitan Museum of Art—1996297

EXPERIENTIAL EXERCISE 9A PREPARING A STRATEGY-EVALUATION REPORT FOR HERSHEY FOODS297

EXPERIENTIAL EXERCISE 9C WHO PREPARES AN ENVIRONMENTAL AUDIT?297

EXPERIENTIAL EXERCISE 9B EVALUATING MY UNIVERSITY'S STRATEGIES297

PART 5 GLOBAL ISSUES IN STRATEGIC MANAGEMENT299

CHAPTER 10 INTERNATIONAL STRATEGIC MANAGEMENT300

THE NATURE OF GLOBAL COMPETITION302

Advantages and Disadvantages of International Operations304

CULTURES AROUND THE WORLD305

American Versus Foreign Cultures306

The Impact of Diverse Industrial Policies308

THE GLOBAL CHALLENGE308

Globalization310

MEXICO311

Trade Trends312

Trade Climate313

A New President314

Mexican Culture315

New Business Opportunities316

RUSSIA316

Trade Climate and Trends317

Russia:An Entrepreneur's Paradise317

Money and Politics318

Corruption318

MANUFACTURING COMPANIESSMALL BUSINESSES20．E.L.Nickell Company—1997318

Joint Ventures319

The Russian CuIture319

CHINA320

Guidelines for Strategic Ventures320

Trade Climate322

Trade Trends322

The Hong Kong Annexation323

Risks in Doing Business324

JAPAN325

Trade Trends326

Trade Climate327

21．NSP Corporate Graphics—1995328

Japanese Management Style328

Global Expansion329

Lifetime Employment330

Financial Services330

THE EUROPEAN UNION331

Trade Climate and Trends331

Unification334

Mergers and Acquisitions334

GUIDELINES FOR SUCCESS AS A GLOBAL COMPETITOR335

NAME INDEX340

EXPERIENTIAL EXERCISE 10B DETERMINING MY UNIVERSITY'S RECRUITING EFFORTS IN FOREIGN COUNTRIES341

EXPERIENTIAL EXERCISE 10A DETERMINING THE COMPETITIVE ENVIRONMENT FOR HERSHEY'S PRODUCTS IN OTHER COUNTRIES341

EXPERIENTIAL EXERCISE 10C LESSONS IN DOING BUSINESS GLOBALLY342

22．Material Handling Engineering,Ltd．—1995346

SUBJECT INDEX347

COMPANY INDEX350

MOTORCYCLE AND MOTOR HOME23．Harley-Davidson—1996360

24．Winnebago Industries—1996378

COMMERCIAL AIRCRAFTINDUSTRY NOTE389

25．McDonnell Douglas Corporation—1996402

26．Boeing—1996414

BUILDING AND FOREST PRODUCTS INDUSTRY NOTE424

27．Weyerhaeuser Company—1996439

28．Georgia-Pacific Corporation—1996452

APPARELINDUSTRY NOTE464

29．W.L.Gore Associates,Inc.—1995480

30．Nike,Inc.—1996495

MAGAZINE PUBLISHINGINDUSTRY NOTE512

31．Playboy Enterprises,Inc.—1996516

MEDICAL EQUIPMENT AND SUPPLIESINDUSTRY NOTE529

32．Biomet,Inc.—1996540

33．Stryker Corporation—1996552

PERSONAL-CARE PRODUCTSINDUSTRY NOTE564

34．Avon Products,Inc.—1996570

TOBACCOINDUSTRY NOTE584

35．UST,Inc.—1996590

FOODINDUSTRY NOTE603

36．Campbell Soup Company—1996615

37．Pilgrim's Pride—1996630

38．Perdue Farms,Inc.—1995643