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Strategic Management
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When CEOs from the big three U.S. automakers—Ford, General Motors (GM),
and Chrysler—showed up a few years ago without a clear strategic plan to ask
congressional
leaders for bailout monies, they were sent home with instructions to
develop a clear strategic plan for the future. Austan Goolsbee, one of President Barack Obama’s
top economic advisers, said, “Asking for a bailout without a convincing business plan was
crazy.” Goolsbee also said, “If the three auto CEOs need a bridge, it’s got to be a bridge to
somewhere,
not a bridge to nowhere.”1 This textbook gives the instructions on how to develop a
clear strategic plan—a bridge to somewhere rather than nowhere.
This chapter provides an overview of strategic management. It introduces a practical,
integrative
model of the strategic-management process; it defines basic activities and terms in
strategic management.
This chapter also introduces the notion of boxed inserts. A boxed insert at the beginning of
each chapter reveals how some firms are doing really well competing in a growing economy.
The firms showcased are utilizing excellent strategic management to prosper as their rivals
weaken. Each boxed insert examines the strategies of firms doing great amid rising consumer
demand and intense price competition. The first company featured for excellent performance is
the 5-star airline—Singapore Airlines Limited (SIA).
adidas AG is featured as the new Cohesion Case because it is a well-known global firm
undergoing
strategic change and is well managed. By working through the adidas AG–related
Assurance of Learning Exercises at the end of each chapter, you will be well prepared to
develop an effective strategic plan for any company assigned to you this semester. The endof-
chapter exercises apply chapter tools and concepts
Fred R. David • Forest R. David - Personal Name
15th Edition
13: 978-1-292-01689-
NONE
Strategic Management
Strategic Management
English
Pearson Education Limited
2015
1-688
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