• All exercises have been updated to provide accurate and relevant scenarios, and include several new cases for analysis and discussion.
• STRATEGIZE! contains a variety of exercises to be completed by individuals or groups, either in or out of class, depending on the instructor's preference.
• Part V includes two semester-long projects that cater to those looking for more intensive exercises.
• Brief summary readings throughout each section provide reviews of highlighted theories or concepts.

PART I: UNDERSTANDING STRATEGIC MANAGEMENT.

Strategy Session 1. Decision Making at the Strategic and Operational Level.

Exercise: Innkeepers of America.

Strategy Session 2. Understanding the Concept of Strategy.

Exercise: How Do You Define Strategy?

Strategy Session 3. Communicating Purpose Through Mission Statements.

Exercise 1: How Well Do These Organizations Communicate Their Purpose?

Exercise 2: Video—Create a Mission Statement for Caribou Coffee.

Exercise 3: Video—Create a Mission Statement for Fossil, Inc.

Strategy Session 4. The Board's Role in Corporate Governance.

Exercise: Translating the Board's Role into Guidelines for Practice.

Strategy Session 5. Viewing Strategy from the Stakeholder Perspective.

Exercise: 1: Wal-Mart and Banking 30.

Exercise 2: Role Playing Global Chemical Stakeholders' Interests and Power.

PART II: DESIGNING STRATEGY.

Strategy Session 6. Forces Affecting Competitive Strategy.

Exercise: Intensity of Competition in the Casino Gambling Industry.

Strategy Session 7. Generating a Plan of Action: SWOT (TOWS) Analysis.

Exercise 1: An Action Plan for Robin Hood.

Exercise 2: Video—Kropf Fruit Company—Future Strategy.

Strategy Session 8. Developing Generic Strategy.

Exercise 1: Choosing How to Compete in the Lodging Industry

Exercise 2: Video—The Generic Strategy of Fossil, Inc.

Strategy Session 9. Build Competitive Advantage.

Exercise: Build Your Intended Strategy.

Strategy Session 10. Viewing Corporate Strategy from the Core Competencies Perspective.

Exercise: Corporate Strategy at Honda.

Strategy Session 11. Global Strategic Alliances.

Exercise: Renewing the General Motors–Toyota Alliance.

Strategy Session 12. Identifying Transnational Strategies.

Exercise: Global Operations of Bata Shoe and Nike.

Strategy Session 13. Understanding Turnaround Management.

Exercise: The Decline–Turnaround Sequence.

Strategy Session 14. Scenario Planning: Innovative Approaches for the Future.

Exercise: Develop Some Scenarios.

PART III: IMPLEMENTING STRATEGY.

Strategy Session 15. Succeeding in Strategy Formulation and Implementation.

Exercise: Diagnosing Problems at Hewlett-Packard.

Strategy Session 16. Structuring to Support Strategy.

Exercise: Designing Organizational Structures for Club Ed.

Strategy Session 17. Strategy Implementation Using the 7-S Model.

Exercise: Transition at PeopleSoft.

Strategy Session 18. Corporate Sustainability.

Exercise: Video—BP's Level of Corporate Sustainability.

Strategy Session 19. Monitoring Strategy Implementation Through the Balanced Scorecard.

Exercise: Everyone Knows the Score When a Major League Baseball Team Ties Performance to Its Mission.

PART IV: INDUSTRY ANALYIS.

Lodging Industry Profile.

Template for Industry Survey.

Assessing Strategic Performance Through Financial Analysis.

Case Study 1 Strategic Alternatives at Mercury Telecom.

Case Study 2 Caffeine Satisfaction: Rivalry Among the Coffee Shops.

PART V: SEMESTER PROJECTS.

Team Projects A and B.

Project A: Comparing Two Organizations in the Same Industry.

Project B: Identifying Strategic Issues at Local Business Organizations.

MICA Method of Case Analysis and Discussion.

References and Sources.

Index.

C. Gopinath

C. Gopinath is Chair of the Strategy and International Business Department and Associate Professor at the Sawyer Business School, Suffolk University, Boston, USA. He holds a BA from the University of Madras, MA from Delhi University, P.G.D.B.A. from the Indian Institute of Management Ahmedabad, and Ph.D. from the University of Massachusetts Amherst. His research spans turnaround strategies, corporate strategy and governance, ethics, pedagogy, and comparative management, and have appeared in several journals including the Journal of International Business Studies, Journal of Management Studies, Long Range Planning, Journal of Business Research, Journal of Business Venturing, Journal of Management, Journal of Management Education, Management International Review, and Business and Society Review. His books include: Globalization: A multidimensional system, Sage, 2008; Strategize!Experiential exercises in strategic management 2e. (with J. Siciliano), Cengage/Southwestern, 2005, and Managing in a globalized world, ICFAI University Press, 2003. His biweekly column on management issues appears in the Business Line, an Indian business daily.

Julie Siciliano

Dr. Julie Siciliano, Dean of the School of Business and Professor of Management at Western New England University, holds B.S.B.A. and M.B.A. degrees from Western New England University and a Ph.D. in Strategic Management from the University of Massachusetts at Amherst. Her research focuses on board of director involvement in strategic management, the relationship between strategic planning and organizational performance, and the use of strategy scorecards for tracking strategy implementation progress. Her work has been published in Nonprofit & Voluntary Sector Quarterly, Organization Management Journal, Journal of General Management, Journal of Management Education, Journal of Education for Business, and Business Horizons. She is author of the Board's Role in the Strategic Management of Nonprofit Organizations (Garland Publishing) and is co-author of Strategize! Experiential Exercises in Strategic Management, 3rd ed. (Cengage Publishing), Management: Responsibility for Performance (McGraw-Hill) and Sport Management (South-Western College Publishing and Elsevier Publishers).

Her research has been funded by grants from the Rockefeller Foundation through Yale University's Program on Nonprofit Organization, the Filene Institute through the University of Wisconsin at Madison, and from the Institute of North American Trade and Economics at the University of Massachusetts. Before entering academia, Dr. Siciliano held marketing management positions at Worthington Compressors, Inc., in West Springfield, MA, and in Buffalo, NY.