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Strategy-Specific Decision Making: A Guide for Executing Competitive Strategy
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Comments/Reviews
Description: This comprehensive text provides a novel approach to business policy and strategic management for both undergraduate and advanced courses. While there are numerous theoretical and practical works on the design of a firm's strategy, sources of competitive strength, and the processses of strategic planning, this book focuses on the implementation of a firm's competitive strategy throughout all levels of the organization.
William Forgang presents strategic analysis from the operations level of the firm, using a cohesive case study study to highlight key themes throughout the book. He provides students with the tools to assess the choices that result in a unified implementation of a firm's strategy, and the realization of financial goals. Strategy-specific decision making is an essentail tool for students who are engaged in case study analysis or managing a firm in computer-based simulation, and the text features an instructor's and student's simulation guide with sample questions and assignments as well as end-of-chapter and in-chapter exercises and discussion questions.
Strategy-Specific Decision Making can be seen on the Foundation Business Simulation website. For a free sample and on-line demonstration of the simulation, visit: www.capsim.com/visiting.
Selected Contents:
List of Figures and Tables
Preface
Acknowledgments
A Note to Instructors, Students, and Managers
Cohesion Case: Gelle's Building Products
1. Managing By Competitive Strategy
2. Competitive Strategy
3. Strategy-Specific Decision Making
4. Performance-Based Measurement Systems
5. Implementing the Strategy: Downstream and Upstream Analysis
6. Strategy-Specific Decisions and Management Control Systems
7. From Value Proposition to Outcomes
8. Performance Measurements and the Multiple Products Firm
9. Leadership and Strategy-Specific Decision Making
Appendixes:
Review of Gelle's Building Products Case
Instructor's and Student's Simulation Guide
Part A. Pre-Simulation Activities
Part B. Post-Simulation Activities
Cases:
Nancy's Women's Shoppe
Don Batts
Randolph Hooke
Rockwell's Health Club
Raymond Specialo and Family
Karl's of Maine
Timothy Ryan
Bibliography
Index
Comment(s): "I finally made the leap to a simulation-based strategic management course after 16 years of written strategic audit assignements, and Bill Forgang's new text, Strategy-Specific Decision Making, is essential conceptual support for a course that uses the Capstone Business Simulation. Forgang's new text really gets into the nuts and bolts of strategic thinking, but more importantly, the book is written specifically to go along with Capstone's Simulation, providing a tight seam between conceptual and practical skills that is so rare!" -- Calvin Fields, Small Business Institute Director, Wingate University
"A practical book that provides business decision makers and students a manifesto for developing strategies and making decisions in today's dynamic and changing business environments. Dr. Forgang's unique approach provides a realistic simulation framework for learning, evaluating, and testing today's business practices." -- Alan R. Duncan, Chief Executive Officer, Duncan & Associates, Inc.
"An excellent resource for both the academic and business environments. It provides a holistic practical approach to strategic management, evaluating/monitoring decision outcomes, and formulating and executing comprehensive competitive business strategies. I highly recommend this book." -- William French, DynKePRO, IS Director
Review(s): "This short, well-written book offers some new ideas and simple models to add clarity to the strategic management process. ... Recommended. Senior and rising executives, upper-division undergraduate and MBA students, faculty, and business researchers." --
    
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