# 4 unique strategy-shaping features bare bones/no frills 260

260
15 principal grand strategies 205 BCG’s Strategic Environment Matrix
5 criteria in preparing long-term 276
2 forms of retrenchment 221 objective 197
benchmarking 244
2 fundamental components of global 5 easy principles 377
industry 260 blockbuster profit model 238
5 ways of fragmented industry 259
2 notable types of bankruptcy 228 Bonus compensation plans 314
7 areas of long term objective 196
2 purposes of grand strategies205 broad-line global competition 260
9 steps of balanced scorecard 200
2 Questions that Drive Strategic Build time in the organization 384
Control 398 A Building the organization with 3
3 challenges of product leadership asset reduction 222 problems 374
204 business model 237
attraction of horizontal acquisition
3 generic strategies 200 217 business strategy 240
3 options of global industry 260 availability of a rapid response 248
C
3 value disciplines 202 availability 252
Cash 319
4 generic global competitive strategies B
260 Chaebols 235
backward vertical integration 217 characteristic of an emerging industry
4 perspectives 408
Balanced Scorecard 407 255
4 perspectives of balanced scorecard
199 balanced scorecard 199 characteristic of market in emerging
industry 255
4 steps 405 bankruptcy situation 228
characteristics of concentrated 205
4 Types of Strategic Control 399 bankruptcy 227
characteristics of fast-moving global Creating policies that empower 311 dominant product/service business
environment 250 261
customer development customer
Characteristics of the 4 Types of solution profit model 238 E
Strategic Control 400
customer intimacy 203 Elements of good leadership 377
Chas cows 273
customer knowledge 199 elements of turnaround 222
Compensation plan selection matrix
321 customer responsiveness 250 emerging from bankruptcy 229

Competence leaders should possess 380 D emerging industry 255

competitive advantages 241 Dashboard 409 employee development 197

competitive position 196 Dashboard Uses 410 employee relations 197

concentrated growth is often the most de facto standard profit model 238 Empowering operating personnel: the
viable option 208 role of policies 310
decay of new product ideas 214
concentrated growth 205 Empowerment 311
declining industry 258
concentric diversification 219 entrepreneurial profit model 238
designing a profitable business model
conditional second chance 229 237 Environmental Factors 399

conditions that favor concentrated Differences between business strategies establish foreign-based plants and
growth 206 and functional tactics 305 distribution 260

conglomerate diversification 219 differentiation opportunities 246 Establish strategic control 399

Consortia 234 differentiation 202 Ethical standards 387

cost leadership opportunities 243 divestiture 225 Expert influence 382

cost reduction 222 Dogs 273

Creating measurable objectives 303

Factors considered in Constructing an Golden handcuffs 318 Integrating Shareholder Value and
Industry Attractiveness Business Organizational Activities across
Strength Matrix 275 Golden parachutes 318 Organizational Levels 409
grand strategies 205 internal business processes 199
F
grand strategy selection matrix 262 Is the size really important? 310
features of emerging industry 256
growing industry 256
features of growing industry 256 J
guanxi 233
financial performance 199 joint ownership 230

flexible 197
H joint venture 230

focusing 202 harshest resolution 228

K
formula facilities 259 horizontal acquisition 214
Keiretsu 235
forward vertical acquisition 217 I key generic industry environment
Fragmented businesses 277 Implementation Control 403 254

fragmented industry 259 increased value added 259 key industry force for differentiation
246
FUMMS 197 Industry Factors 401
key industry force for low-cost 244
Functional tactics 304 Information power 381
L
funeral industry 259 information sharing and technology
251 Leader’s vision 370
G
Innovation time out policy 312 Leadership 368
generic strategic 200
innovation 213 Leadership development 374
global focus strategy 260
installed base profit model 238 learning and growth 199
global industry 260
Levels of Management 382
Levers a Corporate Center Might Use marketing for sales 225 Operational Control Systems 405
to Create Value 290
Matching bonus plans and corporate operational excellence 203
license 260 plans 320
options under grand strategies 210
licensing agreement 233 mature industry 257
Organizational culture 383
liquidation bankruptcy 227 measurable 198
Organizational leadership 368
liquidation 226 Milestone Reviews 403
Outsourcing 308
long term objective 196 Miliken global environmental
objectives 305 Outsourcing functional activities 308
low-cost leadership 201
model of grand strategy clusters Outsourcing is increasing 309
low-cost strategy 244 250 outsourcing 234
M model of turnaround process 223
P
maintain a domestic production base Monitoring Strategic Thrusts or
260 Parenting opportunities framework 286
Projects 403

Major changes 368 Parenting Strategy Approach 288

motivating 198

Major plan types 314 Participants 307

motivation for diversification 221

Management 368 partnership 234

multicomponent system profit model
238 Passion (of a leader) 377
Management Processes 382

market development 208 N Patching 293

market focus 252 national focus strategy 260 Peer influence 382

Market growth rate 272 Net result 368 Performance 371

market penetration strategy 226 O Perseverance (of a leader) 374

Policies 311 Problems to rebuild organization 373 rapid response (speed) opportunities
251
Policies afford managers a mechanism product development cycles 250
for avoiding hasty and ill-conceived rationale for superior performance 206
decision in changing operation 313 product development 211
reason choosing vertical acquisition
Policies counteract resistance to or product leadership 204 217
rejection of chosen strategies by product or service improvement 251
organization members 312 reason for divestiture 225
product pyramid profit model 238 reasons for declining profit 221
Policies ensure quicker decisions 312
productivity 196 recovery response 224
Policies establish indirect control over
independent action 311 profile of strategic choice options 236 Recruiting and developing talented
Policies institutionalize basic aspects of profit multiplier model 238 operational leadership 379
organization behavior 312 Referent influence 382
profitability business model 237
Policies offer predetermined answers to Relative competitive position 272
profitability 196
routine problems 312
protected niche strategy 260 reorganization bankruptcy 227
Policies promote uniform handling of
similar activities 311 Punitive power 381 Restricted stock 317

Policies reduce uncertainty in repetitive retrenchment 221

Q
and day-to-day decision making 312
Reward power 381
Qualities of effective short-term
Portfolio techniques 272
objectives 303 risk and reward of concentrated growth
Position power 381 207
qualities of long term objective 197
Potential conflicting objectives and risk of cost leadership strategy 245
Question marks 273
priorities 302
risk of differentiation 247
Premise Control 399
risk of market focus 253
Principles (of a leader) 375 R
risk of speed-based strategy 252 Specialization business 277 Strategic Surveillance 401

Role of organizational leader in the specialization profit model 238 strategy elements in maturing industry
organizational culture 384 257
specialization 259
role of speed in competitive advantage Strategy-culture relationship 389 390
248 specific options under grand strategy
210 suitable 199
S Specificity 307 sustainable differentiation activities
seeking protection of the bankruptcy 246
speed as competitive advantage 249
court 229 sustainable low-cost activities 244
speed delivery or distribution 251
seeking sustained competitive sustainable speed-based activities
advantage 241 speed-based strategy 249 250
selection of long-term objective and stages of industry evolution and switchboard profit model 238
grand strategy 236 business strategy 254

sequence of objective and strategy Stalemate business 277

T
selection 236 technological leadership 197
Standard operating procedures 311
Shape the organization ‘s culture 378 The Balanced Scorecard Methodology
Stars 273
Short-term objective 302 407
Stock options 314
Simple Rules, Summarized 295 The BCG Growth Share Matrix 273
strategic alliances 234
situation severity 223 The business process perspective 408
Strategic Control 398
social responsibility 197 The customer perspective 409
Strategic intent 370
sources of distinctive competence at The financial perspective 409
Strategic positioning 293
different stages of industry evolution The Industry Attractiveness- Business
254 Strategic processes 293 Strength Matrix 276
Special Alert Control 402
The learning and growth perspective vertical acquisition 217
408
Volume business 277
The nature and value of specificity in
functional tactics vs. business strategy
306

themes of declining industry 259

Three Approaches to Strategy 294

tightly manages decentralization 259

Time horizon 307

time profit model 238

turnaround responses 224

turnaround situation 222

turnaround 221

Types of executive bonus

compensation 315

U
understandable 199

V
Value building in Multibusiness
Companies 281, 282

value disciplines 202