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Strategic Management for the XXIst Century



ISBN 9781574442106
Published November 30, 1998 by CRC Press
565 Pages

 
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Book Description

The market forces shaping business today are fundamentally changing the way we do business. To remain competitive, new management strategies must be developed and implemented. Corporate executives and managers everywhere need the latest management tools to help them revitalize their business and successfully position their organization for the future. No matter what type of business you are in, Strategic Management for the XXIst Century provides valuable insights to help you lead your organization by using the newest approaches for strategic planning.
This essential resource not only explains the concept of strategic management, but also offers a step-by-step blueprint for creating a strategic planning system consisting of three components: strategic, administrative, and operational. An insightful and visionary reference, Strategic Management for the XXIst Century explains the logical relationships between a planning system and the structure within which they are executed. Also discussed are techniques of trend analysis, scanning projections, probability studies and "futures research"--the answer to bridging the gap between today's and tomorrow's markets.

Table of Contents

THE TEXT
The Art of Governing
Management Life Cycle
External versus Internal Issues
Globalization of Business
The Thrust Into Global Markets
General Electric: Fifty Years of Strategic Planning
Planning Prior to 1939
Ralph Cordiner (1950-1963)-The Entrepreneurial Era
Fred Borch (1963-1971)-The Strategic Planning Era
Reginald Jones (1972-1981)-The Strategic Management Era
John F. Welch (1981- )-The Thinking/Visionary Leadership Era
Strategic Management for the XXI Century
Standardized Terminology
The AACSB Study
The McKinsey Report
Visionary Leadership
Strategic Thinking
The Creative Process
Barriers to Creativity
Converting the Vision Into a Strategic Plan
The Annual Budget Role in Implementing the Strategic Plan
Prioritizing: Measuring the Relative Value of Strategies
Directing and Controlling the Strategic Planning System
Finance-Marketing Interface
The Challenge for the XXIst Century
The Concept and Purpose for Corporate Strategic Planning
Marketing Research's Role in Strategic Marketing
Level Three Marketing Research Department
Marketing: The Gatekeeper for External Changes
The Interface
Marketing's New Responsibilities
Functional Strategic Planning
The Planning Organization
The Role of the Organizational Structure
Organizational Planning
The Chief Planner and the Planning Team
Strategic Management in Human Resources and Purchasing
Strategic Planning
Human Resource Management's Three Strategic Dimensions
Strategic Purchasing
Strategic Planning Process
Purchasing's Contribution to Strategic Planning
Some Observations
Non-Business Strategic Planning
The Executive Summary
The Purpose for a Strategic Plan
The Planning Audit
Thinking Strategically About the Future
Implementation of Strategic Plan
The Purpose of Business
Information Gathering
Developing Strategies
The Long Range Financial Plan
CASES
Key Financial Ratios
The Objectives and Philosophy of Case Method
Southeast Shipyard
Matsushita Electrical Industrial Co.
McDonnell-Douglas-Turning the Corner
Ben and Jerry's
American Airlines, Inc.
The United States Automobile Industry
Foreign Cars in the United States
The New Chrysler Corporation
Toyota Motor Company
Mercedes
Anheuser Busch Company
Union Camp Corporation
Note on the Pharmaceutical Industry
Schering-Plough Corporation
Merck, Inc.
Boeing Company
History of Cellular Communications
Johnson and Johnson
Sunkyong Group of South Korea

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