All chapters include Study Questions, Learning Exercises, and References
Chapter One – Basic Strategy Concepts
- Definition of the concept of “strategy”
- Purpose of strategic management
- Levels of strategy
- Strategic thinking or strategic mindset
- Incremental vs revolutionary strategy
- Intended vs actual strategy
- Strategic planning and management
- Strategic direction
- How organizations benefit from practicing strategic planning and management
- How strategic management goes wrong
- Barriers to strategic management
- Focus on the health care and Biotechnology industries
- Environmental forces that affect strategy-making in the health care and Biotechnology industries
Chapter Two – Internal Audit of Strategic Assets
- Analysis of Historical Financial Performance and Current Financial Condition
- Resources and Competencies
- Strategic uses to which resources and competencies can be put
- Breakdown and evaluation of the internal value chain
Chapter Three – External Environmental Assessment – Law, Economics, Demographics
- Strategic benefits of a general external environmental assessment
- Difficulties in conducting a general external environmental assessment
- Step-by-step process for assessing the general external environment
- Basic categories of external environmental factors/forces in health care and Biotechnology
- Interdependencies among external environmental factors
- Information sources for external environment assessment
- Tools and techniques for analyzing and monitoring the external environment
- What to do with the information on the external environment
Chapter Four - External Environmental Assessment - Market and Customers
- Analyzing the Market and Its Segments
- Analyzing the Customer
- Planning Strategy to Meet Customer Needs in a Targeted Segment
Chapter Five - External Environmental Assessment - Industry and Competitors
- Industry
- Industry Value Chain
- Five-Forces Model of Industry Structure
- 1. Competitive intensity
- 2. Threat of entry by competitors from outside the industry
- 3. Availability of equivalent, substitute products
- 4. Bargaining power of buyers or customers
- 5. Bargaining power of suppliers or employees
- Strategic Firm Responses to the Five Forces
- Competitors
- Which competitors to analyze?
- Competition with and among networks and systems
- Narrowing the scope of competitor analysis
- Individual competitor analysis
- Using analysis results to forecast how a competitor is likely to behave strategically
- Competitive intelligence
- Corporate-level competition
Chapter Six - Defining Future Direction of the Organization
- Responsibility for defining strategic direction
- Mission
- Vision
- Values
- Strategic objectives
- Examples of real-world's strategic direction documents
Chapter Seven - Formulating Corporate-Level Strategy
- Value-adding functions of the corporate Center
- I. Manage the portfolio of SBUs
- Model process for corporate portfolio management
- Corporate-level strategic options
- Growth - Expand the Portfolio
- Stability - Maintain the Portfolio
- Retrenchment - Cut Back the Portfolio
- II. Raise Financial Capital for Allocation to the SBU's
- III. Allocate Resources and Services to the SBU's
- IV. Facilitate Synergies among the SBU's
- V. Choose a Parenting Style for SBU Interactions
- VI. Participate in the SBU Strategic Planning and Management Process
- VII. Oversee and Monitor the Performance of the SBU's
- VIII. Manage the Corporations Relationships with External Stakeholders
- How the corporate Center can reduce the value created by its SBU's right
Chapter Eight - SBU-Level and Functional Area Strategy
- Strategic duties of SBU management
- The role of the corporate Center in SBU strategy
- Formulating strategy in SBU's and individual businesses
- Selecting a generic business strategy - à la Porter
- Functional area strategies
- Responding to competitors’ strategic moves
Chapter Nine - Implementing the Strategy
- Supportive Resources and Competencies
- Functional Area Sub-Strategies
- Creating and coordinating functional area strategies
- Decisions and Actions for Implementation
- Implementation problems that need to be monitored and corrected
Chapter Ten - Monitoring, Fine-Tuning and Changing the Strategy
- What strategic monitoring involves
- Why strategic monitoring has become more important
- Price of failure to notice and respond to strategic change
- How a strategic plan can go wrong in its implementation
- Key principles of a strategy monitoring and adjustment program
- Monitor the past, present, and future
- Steps in setting up a strategic monitoring system
- Strategic parameters to be monitored
- Changes that could be detected by a strategic monitoring system
- Conclusions that could be reached and changes that could be made
Chapter Eleven - Strategic Financial Management
- Financing of Capital Investments
- Maintaining or Improving Organizational Creditworthiness
- Allocating Capital Funds to Strategic Initiatives
- Tracking the Financial Performance of News Strategies
- Common Mistakes in Strategic Financial Management
Chapter Twelve - Strategy in Other Types of Organizations
- Not-for-profit (NFP) organizations
- Public/government agencies
- Entrepreneurial startups/new ventures
- Benefits of strategic planning and management for these organizational types
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