STRATEGIES OF DEVELOPING COMPANIES IN EVOLVING COUNTRIES

H. IGOR ANSOFF and PETER H. ANTONIOU 지음

소프트전략경영연구원 2013년 10월 16일 출간

작품소개

책소개

앤소프 교수의 전략경영실천원리(Implanting Strategic Management)를 저술하신 이후, 경영자, 관리자 및 대학원생들을 중심으로 강의 중에 사용하던 교과서. 상당히 많은 부분은 전략경영실천원리와 내용이 중복되어 있고, 부분적으로 추가적
인 내용들을 삽입함.

목차

Table of Contents

CHAPTER 1 EVOLUTION OF CHALLENGES 1
The Mass Production Era 1
The Sales Era 2
The Marketing Era 3
The Postindustrial Era 6
Acceleration of Change 10

CHAPTER 2 EVOLUTION OF MANAGEMENT SYSTEMS 12
Evolution of Management Systems 12
Long Range Planning and Strategic Planning 13
Strategic Posture Management 16
Strategic Issue Management 18
Weak Signals and Graduated Response 20
Choosing the management system for a firm 21
Managing complexity 22

CHAPTER 3 STRATEGIC DIAGNOSIS 23
Two key problems for Strategic Management 23
Strategic Success Hypothesis 23
Strategic Aggressiveness 27
Strategic Diagnosis 30
Short and long versions of Strategic Diagnosis 32
Validation of the Strategic Success Hypothesis 32
Conceptual Map 34

CHAPTER 4 MAKING STRATEGY EXPLICIT 36
Concept of Strategy 36
The Strategic Management Process 37
Levels of Strategy Development 37
Phases of Strategic Development 40
A Choice Model of the Strategic Management Process 41
Environmental Assessment 42
Determination of Internal Strategic Capabilities 44
Choice of Domain 44
Choice of Mission, Strategic Goals, and Strategy 45
Choice of Plans, Objectives, and Functional Strategies 46
Choice of Organization Structure 46
Choice of Leadership, Culture, and Human Resource Processes and Reward Systems 47
Choice of Processes and Techniques for Control and Evaluation 48
Feedforward and Feedback 49
Flow and Direction of the Strategic Management Process 49
Influences on Managers’ Choices 50
Situational Factors 50
Organizational Factors 51
Group Factors 52
Personal Factors 52
When to Formulate Strategy 52
Difficulties Encountered in Implanting Strategy Formulation 53

CHAPTER 5 COMPANY POSITIONING IN TURBULENT ENVIRONMENTS 55
STRATEGIC SEGMENTATION 55
SBA and SBU 55
Demand-technology life cycle 59
SBA Segmentation 62
Strategic Resource Areas 64
Strategic Influence Groups 65
Understanding Environment 66
Environmental Sectors, Elements, and Stakeholders 67
Types of Environment 67
Remote Environment 69
General Environment 69
Competitive Environment 70
Task Environment 72
STRATEGIC INFORMATION 72
Environmental Surveillance as an Information Filter 72
Modeling techniques 73
Mentality Filter 74
Development of Mentality in the United States 76
Strategic and Creative Mentalities 78
The Power Filter 79
A Model of Strategic Information 81
Environmental Assessment 81
Environmental Scanning 82
Scanning Levels 82
Exploratory Search 82
Source Search 82
Secondary Search 84
Primary Search 84
Source of Environmental Information 85
Internal Sources of Information 85
External Sources of Information 87

CHAPTER 6 ENVIRONMENT DIAGNOSIS 89
Diagnosing Turbulence 93
Environmental Analysis 96
Opportunities and Threats Analysis 97
Industry Analysis 101
Suppliers 101
Potential New Entrants 101
Buyers 102
Substitutes 102
Competitors 103
Strategic Groups 104
Financial Analysis 104
Strategic Importance Analysis 105
Level of Uncertainty 105
Degree of Dependence 107
The SIA Procedure 107
Interpretation of Environmental Information 109

CHAPTER 7 INTERNAL CAPABILITY ANALYSIS & DIAGNOSIS 111
Functional Capability 111
Evolution of General Management Capability 113
Definition of General Management Capability 116
General Management Capability Profile 118
1. Managers 118
2. Climate 118
3. Competence 119
Business-Level Strategic Capabilities 120
Types of Business-Level Capabilities 121
Managerial Capabilities 121
Technical Capabilities 121
Information Capabilities 123
Organizational Capabilities 123
Location of Business-Level Strategic Capabilities 125
Research and Development 126
Production and Operations 127
Financial and Accounting 129
General Management 129
Corporate-Level Strategic Capabilities 130
General Capabilities 130
Life Cycles 131
Product Life Cycle 132
Firm Life Cycle 133
Industry Life Cycle 133
Portfolio Analysis 134
BCG Growth-Share Matrix 134
General Electric Planning Grid 13

책 속으로

Strategic Posture Management
When strategic planning was .first invented, it was clear that the firm's ability to move into new business areas depended on its capability to perform successfully in these areas.
Therefore, one of the key strategy selection criteria was that new competitive strategies in the historical business areas, as well as in new business areas, must match the historical strengths of the firm. Thus, analysis of the firm's strengths and weaknesses became an early step in strategic planning.





Figure 2. Bird's eye view of strategic posture management

However, experience began to show that insistence on using historical strengths became a limitation on the strategic action by the firm. Frequently, firms could find few (or no) attractive business areas to which their historical strengths were
applicable. To make matters worse, even in the updating of competitive strategies within the firm's historical businesses, the historical strengths frequently became weaknesses, and an obstacle to change.

작가정보

저자(글) H. IGOR ANSOFF and PETER H. ANTONIOU