This preview shows pages 1–3. Sign up to view the full content.
This preview has intentionally blurred sections. Sign up to view the full version.View Full Document
Unformatted text preview: c h a p t e R c h a p t e R CHAPTER OUTLINE Thinking Strategically What Is Strategic Management? Grand Strategy Global Strategy Purpose of Strategy Levels of Strategy The Strategic Management Process Strategy Formulation Versus Implementation Situation Analysis Formulating Corporate-Level Strategy Portfolio Strategy The BCG Matrix Formulating Business-Level Strategy Porters Competitive Forces and Strategies Partnership Strategies Formulating Functional-Level Strategy Strategy Implementation and Control Leadership Structural Design Information and Control Systems Human Resources Implementing Global Strategies 8 Strategy Formulation and Implementation LEARNING OBJECTIVES After studying this chapter, you should be able to Define the components of strategic management. Describe the strategic planning process and SWOT analysis. Understand Grand Strategies for domestic and international operations Define corporate-level strategies and explain the portfolio approach. Describe business-level strategies, including Porters competitive forces and strategies and partnership strategies. Explain the major considerations in formulating functional strategies. Enumerate the organizational dimensions used for implementing strategy. 1 2 3 4 5 6 7 Coke might be the worlds most powerful brand, but that has not helped much lately. When Douglas Daft took over as CEO of the Coca-Cola Company, he inherited a host of troubles. Soda sales had slumped in the important U.S. market and to a lesser extent around the world, and Coke had failed to match rival Pepsis aggressive moves into nonsoda businesses. A high-profile racial discrimination suit in the United States and a soda-contamination scare overseas had damaged the companys reputation and its relationships with customers, governments, and bottlers. Under the previous CEO, M. Douglas Ivester, there was no real sense of crisis at Cokes headquarters, where man- agers pretty much continued business as usual. The Australian-born Daft knew that needed to change if Coca-Cola was to remain one of the worlds most admired and respected companies. During his first year on the job, Daft began dismantling the stale old regime at headquarters and brought in new top managers willing to make the tough changes to turn the company around. He also spent much of his time repairing relationships with government regulators in Europe and handling the backlash from financially strapped bottlers who charged that Coke had been trying to eke out profits at the bottlers expense. Despite these early moves, Cokes sales and profits have stayed flat and the stock has continued to decline. The CEO knows he needs to come up with a powerful strategic plan to reignite the company in a hurry....
View Full Document