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In today's rapid-fire, global economy, insightful business policy and on-target strategy are essential for a corporation's survival. Business globalization, deregulation, mergers, acquisitions, strategic alliances, and international joint ventures-along with the new emphasis placed on shareholders-contribute to feelings of uncertainty throughout the marketplace. Add to that the constantly changing e-commerce environment and staying current with plans and procedures becomes even more crucial. By analyzing corporate functions such as marketing, production, operations, and finance, Business Policy and Strategy: The Art of Competition, Seventh Edition teaches students how to successfully formulate, implement, and evaluate corporate strategy. The textbook reviews basic and alternative strategy policies and provides students with an understanding of strategic management-how to deal with environmental change and formulate strategic alternatives. Expertly blending theory with practicality, the authors provide the tools necessary to navigate through the current highly competitive business environment.
Focusing on five Los Angeles environmental policy debates between 1920 and 1950, Sarah Elkind investigates how practices in American municipal government gave business groups political legitimacy at the local level as well as unanticipated influence over
A comprehensive textbook on data analysis for business, applied economics and public policy that uses case studies with real-world data.
This innovative introduction to business policy and strategic management, covering both the illustrative cases and conceptual foundation, offers authoritative approaches to strategic leadership in emerging markets. Among its many unique features, this comprehensively updated and revised second edition is structured to help students think strategically. The major organizational issues in strategy development are covered through an analytical study of: Nine different perspectives on organization to capture the rich history of the discipline and enlighten the nature of strategy. The concept of strategic intent to guide action. 9-M model to analyze strategies in functional areas of manpower, materials, methods, money, manufacturing, machine, marketing, motivating, and manipulating. Competitive gaming model to strategize different types of market structures. Internetworking model to develop high-performance Internet ventures. Strategic business model to unfold hidden value into new directions. Value model to explain strategic elements of innovation and technology management. Ethical and international issues in the context of corporate governance. Strategic leadership model relevant to the emerging market ground realities. Strategic control model (both balanced and extended scorecard) to explore the influence of environmental and cultural contexts on effective performance. The text is well supported by more than one thousand sources of international research, India-focused case studies and experiential assignments. This comprehensive text on theory and practice of strategic management is a must read for management students as well as business practitioners and consultants.
The knowledge of business policy and techniques of strategic management is the need of the hour to prospective business managers. The present competitive environment has brought several drastic changes in policy making and strategic management. Hence, there is necessity of theoretical understanding about the business policy as well as strategic management. Most of the organizations have started adopting strategic management system. This book focuses on conceptual approach to the subject as well as some select case studies, which make a foundation to the knowledge of strategic management.
The knowledge of business policy and techniques of strategic management is the need of the hour to prospective business managers. The present competitive environment has brought several drastic changes in policy making and strategic management. Hence, there is necessity of theoretical understanding about the business policy as well as strategic management. Businesses need to implement sound strategies to succeed. Those strategies form part of an overall management and business policy that guides the business in connecting with customers, generating profits and managing resources. The related concepts of strategic management and business policy are keys to help small business owners manage their responsibilities and set clear objectives. Strategic management represents a theoretical concept first introduced by Peter Drucker in the mid-20th century. The idea behind strategic management is that organizations will be better equipped to meet their goals and objectives if the owners and managers adopt a clear business philosophy. For many businesses, that philosophy will be to increase their share of the market. For others, it might be about making a difference in the community or about developing new products. Sometimes, a combination of motives drives the management's strategy. In any case, strategic management helps the business to keep its sights set on what matters most and to not get distracted by ancillary concerns. Strategic management is the art and science of formulating, implementing and evaluating cross-functional decisions that will enable an organization to achieve its objectives. It is the process of specifying the organization's objectives, developing policies and plans to achieve these objectives, and allocating resources to implement the policies and plans to achieve the organization's objectives. Strategic management, therefore, combines the activities of the various functional areas of a business to achieve organizational objectives. This book is designed to support and enhance both learning and teaching. An important aspect of the style adopted for this book is the use of exhibits, presenting a vast gamut of information regarding special theoretical matter.
Classic revival of Harvard text and cases for Strategic Management. The eighth edition introduces new text material that builds on two decades of research at Harvard Business School. Important changes include increased emphasis on the work of general managers at all levels of the organization shaping strategy, building international competitiveness through organizational capability, and leveraging short term performance through entrepreneurial leadership.
Strategic Management and Business Policy are changing fast and it generates new ideas, innovative strategies, practically managing the core resources and the establishment of the key platform for the development of business and brand. This book exceptionally fills the gap between theory such as generic, grand, diversification, functional, turnaround, value chain and tailoring strategy and application of various Models to facilitate the practical use of strategies as a strategic tactic to a weapon to deliver world-class performance in Business. This book helps the common man who identifies the key competitor, core products, services and able to decide and determine appropriate policy and choices for formulating, implementing and control. And become key strategy consultant for business. This book is specially designed for those who are the students of Business, MBA, PGDM & Executives. IT management, businessmen, entrepreneurs, operating managers, middle-level managers across the management consultant, business executives and business professionals such as director of forecasting and planning, forecast manager, director of strategic planning, director of marketing, sales manager, advertising manager, CFO, financial officer, controller, treasurer, financial analyst, production manager, brand/product manager, new product manager, supply chain manager, logistics manager, material management manager, purchasing agent, scheduling manager, and director of information systems.
The glue between efficient productivity and profitability is great decision-making. I do not think that a farmer has ever sown rice and harvested corn. In computers, the most common language is GIGO, meaning garbage in, garbage out. Usually, the decisions we make are our personalities, and yet very few people accept responsibility for their actions, their failures in business, or in any endeavor in which they have failed. They desire to blame others without remembering GIGO. I have articulated the mystery that surrounds the lone decision-maker or the CEO who enjoys lonely decision-making and blaming his or her failures on the engineer or the accountant in his company. The new name for decision-making is participative decision-making. In this, the senior officers take part, but separately—the engineers, accountants, supervisors, workers and maintenance people form another group. Both platforms must have a dialogue format; there must be a writer or clerk, a vote taken on each discussion for its authenticity or viability, and in the end, the senior officers must compare their notes with the second group so that amendments can be made where necessary. The final product is now ready to be presented before the board of directors as a formal decision for the company. In a smaller company, this activity stops with the owner, but the owner must understand that two heads are usually better than one. The CEO and his group must not be taken over by egos; the only time for pride in business is when business is doing well financially. Even then, business needs a lot of careful activity because “pride goes before a fall.” It is good to entrust the CEO with the decision-making responsibility, but it is the biggest risk a business can take because business is a collection of ideas. Therefore, it a discipline of collective learning and inquiry. Any student, manager, or business owner who wants to use participative decision-making skills in his or her business or as a consultant in participative decision-making should attend a workshop at least twice and read about participative decision-making thoroughly and practice it from case studies.