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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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