DAFTAR : FIGURE (F) & TABLE (T)

F/TEL

F.1-1
F.1-2
F.1-3
F.1-4
F.1-5
F.2-1
F.3-1
T.4-1
T.4-2
T.4-3
F.4-1
F.4-2
F.4-3
F.4-4
F.4-5
T.4-4
T.4-5
F.4-6
F.4-7
F.5-1
F.5-3
F.5-4
F.5-1
F.5-5
F.5-6
T.5-2
F.6-1
F.6-2
F.6-3
F.6-4
T.6-1
T.6-2
T.6-3
F.6-6
T.6-4

TOPIC

Basic Element of The Strategic Management Process

Strategic Management Model
Environment Variables
Hierarchy of Strategy
Strategic Decision Making Process
Board of Directors Continuum
Responsibilities of Business
Some Important Variables in The Social Environment
Current US Generations
Some Important Variables in International Soc.
Environment
Scanning External Environment
Issues Priority Matrix
Forces Driving Industry Competition
Continuum of International Industries
Mapping Strategic Group in the US Restaurant Chain
Ind.
Industry Matrix
External Factor Analysis Summary (EFAS Table)
Maytag
Four Corner Exercise: Porters Components of
Competitor A
Value Discipline Triad
Continuum of Resource Sustainability
A Corporations Value Chain
Basic Organizational Structure
Marketing Mix Variable
Product Life Cycle
Technological Discontinuity
Internal Factor Analysis Summary (IFAS) Maytag
Strategic Factor Analysis Summary (SEAS) Matrix
The Strategic Sweet Spot
TOWS Matrix
Generating a TOWS Matrix for Maytag Corporation
Risks of Generic Competitive Strategies
The Eight Dimensions Quality
Requirement for Generic Competitive Strategies
Continuum of Strategic Alliances
Strategic Alliance Success Factors

11 03 SAMA
/
BEDA
63
63
64
68
76
95
121
149
151
155
156
157
158
162
164
167
174
182
183
189
194
196
199
200
203
212
226
228
230
232
236
237
240
245
247

11
12
14
26
55
37

F.7-1
F.7-2
F.7-3
F.7-4
F.8-1
T.8-2
F.8-2
F.9-1
T.9-1
T.9-2
T.9-2
F.9-2
F.9-3
F.10-1
F.10-2
T.10-1
F.11-1
F.11-2
T.11-1
T.11-2
T.11-3
T.11-4

Corporate Directional Strategies

Vertical Integration Continuum
BCG Growth Share Matrix
General Electrics Business Screen
Proposed Outsourcing Matrix
Scenario Box for Use in Generating Financial ProForma St
Stakeholder Priority Matrix
The Matrix of Change
Factors Differentiating Stage I, II and III Companies
Organization Life Cycle
Changing Structural Characteristics of Modern
Corporations
Matrix and Network Structure
Geographic Area Structure for an MNC
Assessing Strategy Culture Compatibility
Methods of Managing the Culture of an Acquired Firm
Example of an Action Plan
Evaluation and Control Process
Evaluating an Implemented Strategy
Advantages and Limitations of Using ROI as Measure
of CP
A Sample Scorecard for Keeping Score with
Stakeholder
Weighted Factors Approach to Strategic Incentive
Mgn
Strategic Fund Approach to an SBYs Profit and Loss
State

255
257
269
272
298
300
303
323
329
332
333
334
343
371
363
365
378
379
384
385
401
402