A major textbook on strategic management which not only deals fully with the theoretical aspects of corporate planning, but also provides practical guidance on implementation. Now completely revised and updated this book is particularly suitable for the student or manager who needs to relate strategic thinking to current practice. The format has been enlarged and the interior of the book re-designed.
The fourth edition treats both analytical and behavioural aspects of planning in depth. Strategic analysis is covered in particular detail, with examples reporting proven - and often original - applications of these theories. Six major case studies have been added to illustrate the application of strategic management theory in practice and a chapter discusses the impact of new approaches to strategy. With comprehensive reference lists, and a guide to research resources, this volume will prove invaluable to researchers and advanced students as well as to the practising manager.
A lecturer's resource is available on the BH website which contains a Powerpoint presentation, additional case studies and notes and exercises for seminar use. Details are available by emailing bhmarketing@repp.co.uk
'a highly commendable piece of work, a true compendium for the practitioner and student of planning.' - Journal of Strategic Change (review of the third edition)
Strategic Management: From Theory to Implementation| David E. Hussey (Author)| A Butterworth-Heinemann Title
Table of Contents
Part 1. The Concept and the Need
Chapter 1. From planning to strategic management and beyond
Chapter 2. Strategic management: success or failure?
Chapter 3. A look at the total process
Part 2. The Changing Environment
Chapter 4. The challenge of the future
Chapter 5. The environment: assumptions in planning
Chapter 6. Forecasting
Chapter 7. Techniques for assessing the environment
Chapter 8. Business philosophy (ethics and morality) and strategic management
Part 3. The Making of Strategy
Chapter 9. The corporate appraisal – assessing strengths and weaknesses
Chapter 10. Analysing the industry and competitors
Chapter 11. Analysing the UK management development and training industry: a case history
Chapter 12. The search for shareholder value
Chapter 13. Vision and objectives
Chapter 14. Strategy
Chapter 15. Strategic portfolio analysis
Chapter 16. Portfolio analysis in practice
Chapter 17. Strategic planning – a second look at the basic options
Chapter 18. Multinational and global strategy
Chapter 19. Technology and manufacturing
Chapter 20. Financial planning
Chapter 21. Strategic planning for human resources
Chapter 22. Preparing the strategic plan
Chapter 23. Evaluating a business plan
Chapter 24. Operating plans
Part 4. Implementation and the Management of Change
Chapter 25. Project planning and appraisal
Chapter 26. From plans to actions
Chapter 27. Management of change
Part 5. Introducing Strategic Management to an Organisation
Chapter 28. Introducing strategic management
Chapter 29. Why planning sometimes fails
Chapter 30. Strategic management to strategic change?
Part 6. Case Studies
Chapter 31. SWK Zimbabwe Ltd (D. E. Hussey)
Chapter 32. Colgate-Palmolive Oral Care Division in the Italian market (R. J. Mockler)
Chapter 33 Ratner/Signet Group plc: 1984-7 (D. E. Hussey)
Chapter 34. AGIP Petroli entering the Indian market (R. J. Mockler)
Chapter 35. Xerox: Transforming the corporation (F. Hewitt and G. Bounds)
LINK FOR THE BOOK