Concepts in Strategic Management and Business Policy

Viết đánh giá
Tình trạng: Sẵn sàng
Miễn Phí

Thomas L. Wheelen, J. David Hunger, Alan N. Hoffman, Charles E. Bamford (2018)

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PREFACE

Welcome to the 15th edition of Concepts in Strategic Management and Business Policy! All of the chapters have been updated and we have added one new chapter on Global Strategy. The theme that runs throughout all 13 chapters of this edition continues our view from the 14th edition that there are three strategic issues that comprise the cornerstone all organizations must build upon to push their businesses forward. Those are globalization, innovation, and sustainability. Each chapter incorporates specific vignettes about these three themes. We strive to be the most comprehensive and practical strategy book on the market, with chapters ranging from corporate governance and social responsibility to competitive strategy, functional strategy, and strategic alliances.
FEATURES NEW TO THIS 15TH EDITION
This edition of the text has:
■■ A completely new Chapter (9) on Global Strategy. While we discuss globalization in every chapter of the book, including a Global Issues section in each chapter, 
we have called out a stand-alone chapter to address the key issues of entry, international coordination, stages of international development, international employment, and measurement of performance.

■■ New and updated vignettes on sustainability (which is widely defined as business sustainability), globalization (which we view as an expectation of business), and innovation (which is the single most important element in achieving competitive advantage) appear in every chapter of the text.

■■ Every example, chapter opening, and story has been updated. This includes chapter opening vignettes examining companies such as: Tesla, Pizza Hut, UNIQLO, Kärcher, Purbani Group, and United Airlines among many others.
■■ Resource-based analysis and more specifically the VRIO framework (Chapter 5) has been added to the toolbox of students’ understanding of core competencies and competitive advantage with a significant addition of material and a practical example.
■■ Extensive additions have been made to the text from both strategy research and practical experience.

■■ Thirteen new comprehensive cases have been added to the main book, Strategic Management and Business Policy, to support the 14 popular full-length cases and 6 mini-cases carried forward from past editions. Of the 33 cases appearing in this book, 19 are exclusive and do not appear in other books.
■■ One of the new cases deals with privacy (Google and the Right to Be Forgotten).
■■ One of the new cases deals with governance (American Red Cross).
■■ One of the new cases deals with conscious capitalism (Chipotle).
■■ Two of the new cases deal with international issues (Uber, Harley Davidson).
■■ One of the new cases involves Internet companies (Pandora Internet Radio).
■■ One of the new cases deals with Sports and Leisure (Town Sports Int’l).
■■ One of the new cases deals with Apparel (J.C. Penney).
■■ Three of the new cases deal with Food and Beverages (Pepsi, Sonic Restaurants).
■■ Two of the new cases deal with Retailing (Target, Staples).
■■ One of the new cases deals with Manufacturing (Snap-on Tools).
HOW THIS BOOK IS DIFFERENT FROM OTHER STRATEGY TEXTBOOKS

This book contains a Strategic Management Model that runs through the first 12 chapters and is made operational through the Strategic Audit, a complete case analysis methodology. The Strategic Audit provides a professional framework for case analysis in terms of external and internal factors and takes the student through the generation of strategic alternatives and implementation programs. To help the student synthesize the many factors in a complex strategy case, we developed three useful techniques:
■■ The External Factor Analysis (EFAS) Table in Chapter 4
■■ This reduces the external opportunities and threats to the 8 to 10 most important external factors facing management.
■■ The Internal Factor Analysis (IFAS) Table in Chapter 5
■■ This reduces the internal strengths and weaknesses to the 8 to 10 most important internal factors facing management.
■■ The Strategic Factor Analysis Summary (SFAS) Matrix in Chapter 6
This condenses the 16 to 20 factors generated in the EFAS and IFAS tables into the 8 to 10 most important (strategic) factors facing the company. These strategic factors become the basis for generating alternatives and act as a recommendation for the company’s future direction. Suggestions for case analysis are provided in Appendix 13.B (end of Chapter 13)
and contain step-by-step procedures on how to use a strategic audit in analyzing a 
case. This appendix includes an example of a student-written strategic audit. Thousands of students around the world have applied this methodology to case analysis with great success.

 

CONTENTS

PART ONE Introduction to Strategic Management and Business Policy ........................31
Chapter 1 Basic Concepts of Strategic Management....................................................... 32
Chapter 2 Corporate Governance..................................................................................... 70
Chapter 3 Social Responsibility and Ethics in Strategic Management ..........................100
part TWO Scanning the Environment ............................................................................121
Chapter 4 Environmental Scanning and Industry Analysis........................................... 122
Chapter 5 Organizational Analysis and Competitive Advantage ..................................162
part THREE Strategy Formulation......... .......................................................................197
Chapter 6 Strategy Formulation: Business Strategy...................................................... 198
Chapter 7 Strategy Formulation: Corporate Strategy.................................................... 222
Chapter 8 Strategy Formulation: Functional Strategy and Strategic Choice................ 248
part FOUR Strategy Implementation and Control........................................................ 277
Chapter 9 Strategy Implementation: Global Strategy................................................... 278
Chapter 1 0 Strategy Implementation: Organizing and Structure................................ 292
Chapter 1 1 Strategy Implementation: Staffing and Directing .....................................322
Chapter 1 2 Evaluation and Control .............................................................................346
part FIVE Introduction to Case Analysis..................................................................... 375
Chapter 1 3 Suggestions for Case Analysis .................................................................376
GLOSSARY ................................................................................................................G-1
NAME INDEX............................................................................................................. I-1
SUBJECT INDEX........................................................................................................ I-6

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