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| About the Author | |
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| Preface | |
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| Basic Strategy Concepts | |
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| Learning Objectives | |
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| Definition of the Concept of "Strategy" | |
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| Purpose of Strategic Management | |
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| Levels of Strategy | |
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| Strategic Thinking or Strategic Mindset | |
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| Incremental Versus Revolutionary Strategy | |
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| Intended Versus Actual Strategy | |
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| Strategic Planning and Management Process | |
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| Strategic Direction | |
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| How Organizations Benefit from Practicing Strategic Planning and Management | |
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| How Strategic Management Goes Wrong | |
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| Barriers to Strategic Management | |
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| Focus on the Healthcare and Biotechnology Industries | |
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| Environmental Forces That Affect Strategy-Making in the Healthcare and Biotechnology Industries | |
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| Study Questions | |
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| References | |
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| Internal Audit of Strategic Assets: Resources and Competencies | |
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| Learning Objectives | |
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| Analysis of Historical Financial Performance and Current Financial Condition | |
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| Resources and Competencies | |
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| Breakdown and Evaluation of the Internal Value Chain | |
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| Study Questions | |
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| Learning Exercise | |
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| Notes | |
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| References | |
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| External Environmental Assessment: Law, Economics, Demographics, Technology | |
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| Learning Objectives | |
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| Strategic Benefits of a General External Environmental Assessment | |
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| Difficulties in Conducting a General External Environmental Assessment | |
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| Step-by-Step Process for Assessing the General External Environment | |
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| Basic Categories of External Environmental Factors and Forces in Health Care and Biotechnology | |
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| Interdependencies Among External Environmental Factors | |
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| Information Sources for External Environment Assessment | |
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| Tools and Techniques for Analyzing and Monitoring the External Environment | |
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| What to Do with the Information on the External Environment | |
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| Study Questions | |
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| Learning Exercise | |
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| Notes | |
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| References | |
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| External Environmental Assessment: Market and Customers | |
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| Learning Objectives | |
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| Analyzing the Market and Its Segments | |
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| Analyzing the Customer | |
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| Planning Strategy to Meet Customer Needs in a Targeted Segment | |
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| Study Questions | |
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| Learning Exercise | |
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| References | |
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| External Environmental Assessment: Industry and Competitors | |
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| Learning Objectives | |
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| Industry | |
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| Competitors | |
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| Study Questions | |
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| Notes | |
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| References | |
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| Defining Future Direction of the Organization | |
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| Learning Objectives | |
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| Responsibility for Defining Strategic Direction | |
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| Mission | |
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| Vision | |
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| Values | |
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| Strategic Objectives | |
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| Examples of Real-World Strategic Direction Documents | |
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| Study Questions | |
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| Notes | |
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| References | |
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| Formulating Corporate-Level Strategy | |
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| Learning Objectives | |
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| Value-Adding Functions of the Corporate Center | |
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| Manage the Portfolio of SBUs | |
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| Raise Financial Capital for Allocation to the SBUs | |
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| Allocate Resources and Services to the SBUs | |
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| Facilitate Synergies Among the SBUs | |
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| Choose a Parenting Style for SBU Interactions | |
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| Participate in the SBU Strategic Planning and Management Process | |
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| Oversee and Monitor the Performance of the SBUs | |
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| Manage the Corporation's Relationships with External Stakeholders | |
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| How the Corporate Center Can Reduce the Value Created by Its SBUs | |
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| Study Questions | |
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| Notes | |
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| References | |
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| Formulating SBU-Level and Functional Area Strategy | |
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| Learning Objectives | |
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| Strategic Duties of SBU Management | |
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| The Role of the Corporate Center in SBU Strategy | |
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| Formulating Strategy in SBUs and Individual Businesses | |
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| Selecting a Generic Business Strategy-� la Porter | |
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| Functional Area Strategies | |
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| Responding to Competitors' Strategic Moves | |
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| Study Questions | |
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| References | |
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| Implementing the Strategy | |
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| Learning Objectives | |
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| Supportive Resources and Competencies | |
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| Functional Area Substrategies | |
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| Decisions and Actions for Implementation | |
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| Implementation Problems That Need to Be Monitored and Corrected | |
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| Study Questions | |
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| References | |
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| Monitoring, Fine-Tuning, and Changing the Strategy | |
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| Learning Objectives | |
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| What Strategic Monitoring Involves | |
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| Why Strategic Monitoring Has Become More Important | |
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| Price of Failure to Notice and Respond to Strategic Change | |
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| How a Strategic Plan Can Go Wrong in Its Implementation | |
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| Key Principles of a Strategy Monitoring and Adjustment Program | |
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| Monitor the Past, Present, and Future | |
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| Steps in Setting Up a Strategic Monitoring System | |
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| Strategic Parameters to Be Monitored | |
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| Changes That Could Be Detected by a Strategic Monitoring System | |
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| Conclusions That Could Be Reached and Changes That Could Be Made | |
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| Study Questions | |
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| Learning Exercise | |
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| Notes | |
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| References | |
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| Strategic Financial Management | |
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| Learning Objectives | |
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| Financing of Capital Investments | |
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| Maintaining or Improving Organizational Creditworthiness | |
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| Allocating Capital Funds to Strategic Initiatives | |
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| Tracking the Financial Performance of New Strategies | |
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| Common Mistakes in Strategic Financial Management | |
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| Study Questions | |
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| References | |
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| Strategy in Other Types of Organizations | |
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| Learning Objectives | |
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| Benefits of Strategic Planning for NFP Organizations, Government Agencies, and New Ventures | |
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| NFP Organizations | |
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| Public/Government Agencies | |
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| Entrepreneurial Startups/New Ventures | |
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| Study Questions | |
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| Notes | |
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| References | |
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| Index | |