Chapter 1:

 First, shareholders provide a company with the risk capital that enables managers to buy the
resources needed to produce and sell goods and services.
 risk capital Equity capital invested with no guarantee that stockholders will recoup their 
cash or earn a decent return.
 Second, shareholders are the legal owners of a corporation, and their shares therefore represent a
claim on the profits generated by a company
 By shareholder value, we mean the returns that shareholders earn from purchasing
shares in a company. These returns come from two sources:

 (a) capital appreciation in the value of a company’s shares

 (b) dividend payments

 A company is said to have a competitive advantage over its rivals when its profitability and profit
growth are greater than the average of other companies competing for the same set of customers

 strategy formulation Selecting strategies based on analysis of an organization’s external 
and internal environment.
 The formal strategic planning process has five main steps:

1. Select the corporate mission and major corporate goals.

2. Analyze the organization’s external competitive environment to identify
opportunities and threats.
3. Analyze the organization’s internal operating environment to identify the
organization’s strengths and weaknesses.
4. Select strategies that build on the organization’s strengths and correct its
weaknesses in order to take advantage of external opportunities and counter
external threats. These strategies should be consistent with the mission and
major goals of the organization. They should be congruent and constitute a viable
business model.
5. Implement the strategies.
 strategic leadershipCreating competitive advantage through effective 
management of the strategy­making process.
 Strategic leadership is concerned with managing the strategy-making
process to increase the performance of a company, thereby increasing the
value of the enterprise to its owners, its shareholders
 Functional-level managers are responsible for the specific business functions or operations (human
resources, purchasing, product development, logistics, production, customer service, and so on)
found within a company or one of its divisions
 the role of corporate-level managers is to oversee the development of strategies for the whole
organization. This role includes defining the goals of the organization, determining what businesses it
should be in, allocating resources among the different businesses, formulating and implementing
strategies that span individual businesses, and providing leadership for the entire organization.
 Strong leaders have a clear, compelling vision of where the organization
should go, eloquently communicate this vision to others within the
organization in terms that energize people, and consistently articulate
their vision until it becomes part of the organization’s culture

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  key characteristics of strong strategic leaders that lead to high
performance:
1. vision, eloquence, and consistency
2. articulation of a business model
3. commitment
4. being well informed
5. willingness to delegate and empower
6. astute use of power
7. emotional intelligence
MISSION STATEMENT

 A mission statement has four main components: a statement of the

organization’s reason for existence—normally referred to as the mission; a
statement of some desired future state, usually referred to as the vision; a
statement of the key values to which the organization is committed; and a
statement of major goals
 Scenario planning involves formulating plans that are based upon “what-
if” scenarios about the future.
 Dialectic inquiry is more complex because it requires the generation of a
plan (a thesis) and a counterplan (an antithesis) that reflect plausible but
conflicting courses of action

 Well-constructed goals have four main characteristics:

1. They are precise and measurable. Measurable goals give managers a yardstick
or standard against which they can judge their performance.
2. They address crucial issues. To maintain focus, managers should select a
limited number of major goals to assess the performance of the company. The
goals that are selected should be crucial or important ones.
3. They are challenging but realistic. They give all employees an incentive to look
for ways of improving the operations of an organization. If a goal is unrealistic
in the challenges it poses, employees may give up; a goal that is too easy may
fail to motivate managers and other employees.
4. They specify a time period in which the goals should be achieved, when that is
appropriate. Time constraints tell employees that success requires a goal to be
attained by a given date, not after that date. Deadlines can inject a sense of
urgency into goal attainment and act as a motivator. However, not all goals
require time constraints.

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