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Strategic ManagementConcepts and CasesF o u r t e e n t h E d i t i o nG l o b a l E d i t i o n

Fred R Dav idF r a n c i s M a r i o n U n i v e r s i t yF l o r e n c e S o u t h C a r o l in a

PEARSONBoston Columbus Indianapolis New York San Francisco Upp er Saddle River msterdam Cape Town Dubai London Madrid Milan Munich Paris Mo ntreal Toronto

Delhi Mexico City Sao Paulo Sydney Hon g Kong Seoul Singapore Taipei Tokyo

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Contents

Preface 15Acknowledgments 23About the Author 27

PART O v e r v i e wof S t r a t e g i cM a n a g e m e n t 32Chapter The Na ture ofStrategicManagement 32

NOKIA CORPO RATION: EXCELLENT STRATEGIC M AN AG EM EN TSHOWCASED 34

W h a t IsS t r a te g i c M a n a g e m e n t ? 35D e f i ni n g S tr a t e g ic M a n a g e m e n t 35 n StagesofStr ateg ic Management 35 Integr a t ing Intu i t ionandAnalysis 36 A d a p t i n gtoChange 37

Key TermsinS t r a te g i c M a n a g e m e n t 38Compet i t i ve Advantage 38 p St r a teg ists 39 D Visionand Miss ion Statements 40 Exter na l Oppor tun i t iesandThreats 40 Inte r na l St r engths and Wea knesses 41 D Long-Term Object ives 41 St r a teg ies 41 A n n u a lObjectives 41 Policies 42

T he S t r a t e g i c - M a n a g e m e n t M o d e l 43Benefitsof S tr a te g i c M a n a g e m e n t 45

Financial Benef its 45 D Nonf inancia l Benef i ts 46Why Some FirmsDo No S t r a t e g i c P l a n n i n g 46PitfallsinS t r a t e g i c P l a n n i n g 47Guidel inesfor E f f e c ti v e S t ra t e g i c M a n a g e m e n t 47Comparing Businessan d M i l i t a r y S t r a t e g y 49Special Note to S t u d e n t s 50

THE COHESION CASE:THEA DI D A S G R O U P 2 0 1 1 55ASSURANCEOFLEARNING EXERCISES 69Assuranceof Learning Exercise1A:Examine RecentandF utur eAcquisitions for Nokia 69AssuranceofLea r n ing Exer c ise 1B: Gather St r a tegy Infor ma t iononAdidas 69Assurance of Learning Exercise1C:Ge t t ing Fa mi l ia r w i th SMCO 70Assurance ofLearning Exercise 1D: BecomingaCert if ied Strategic Planner 70AssuranceofLea rning Exercise 1E:St r a teg ic Plann ingat Nestle 70Assurance of Lear n ing Exer c ise 1F: In te r v iew ing Local St r a teg ists 71

PART 2 Stra te gy F orm ula t ion 72Chapter2The Business VisionandMission 72

MICROSOFT CORPORATION: EXCELLENT STRATEGIC MANAGE-MENT SHOWCASED 74

W h a tDo WeW a n t to B e c o m e ? 75W h a t Is OurBusiness? 75

Vision ve rsus Mission 77 The ProcessofD e v e l o p i ng V i si o nandMission Statements 77

I m p o r t a n c e ( B e n e f i t s ) ofV i s i o n an dM i s s i o n S t a t e m e n t s 78A Resolut ionofD i v e r g e n t Vi e w s 78

C h a r a c t e r i s t i c s of a M i s s i o n S t a t e m e n t 79A D e c l a r a t i o nofA t t i t u d e 79 ACustomerO r i e n t a t i o n 81 n Miss ion Stateme nt Components 81

W r i t i n g and E v a l u a ti n g M i s s i o n S t a t e m e n t s 82S p e c i a l N o t e to S t u d e n t s 82

ASSURANCE OF LEARNING EXERCISES 87Assurance of Learning Exercise2A:Examin ing Potent ia l Changes Ne ed edin aF i r m's Vis ion/Mission 87Assurance ofLe ar n ing Exer cise 2B: StudyinganA l te r n a t i v e V i e wofMission Statement Content 87Assur anceof Lear n ing Exer c ise 2C: Eva luat ing Miss ion Statements 88Assur anceof Learning Exercise2D:Eva luat ingthe Miss ion StatementofU n d e r A r m o u r A C o m p e t i t o rofA d i d a s A G 88Assurance of Learning Exercise 2E:Se lect ingtheBest VisionandMiss ionStatementsin a Given Indust r y 89Assurance of Learning Exercise 2F :W r i t i n gan Excellent VisionandMission Statementfor Nova r t is AG 89

Chapter 3 Th e External Assessment 90The Natureof anExternal Audit 92

IBM CORPORATION: EXCELLENT STRATEGIC MANAGEMENTSHOWCASED 92Key External Forces 93The Processof Per fo r minganE x t e r na l A u d i t 94

T h e I n d u s t r i a l O r g a n i z a t i o n (I/O)V i e w 95Economic Forces 95Socia l , Cu l tu ra l , Demograph ic ,andNatur a l Env i ron ment Forces 97Po l i t ica l , G o v e r n m e n t a l, and Lega l Forces 98

Amer ican Labor Unions 99Techno log ica l Forces 101C o m p e t i t i v e F o r c e s 102

Compet i t i ve In te l l igence Pr ogr ams 104 M a r k e t C o m m o n a l i tyandResour ce Simi la r i ty 105

C o m p e t i t i v e A n a l y s i s : P o r t e r ' s F i v e - F o r c e s M o d e l 105Riva l r y Amo ng Compe t ing F i r ms 106 n Potent ia l Ent ryof NewCompet i to r s 107 P o te n t i a l D e v e l o p m e n tof Substitute Products 107 o B a r g a i n i n g P o we rofSuppliers 109 B a r g a i n i n g P o we rof Consumers 109

S o u r c e s of E x t e r n a l I n f o r m a t i o n 109F o r e c a s t i n g T o o l sa ndT e c h n i q u e s 10 9

Making Assumpt ions 110Industry Ana lysis:TheExter nal F actor Ev a luation (EFE) Ma trix 110The Competit ive Prof i le Matr ix (CPM) 113Special Note toStudents 114

ASSURANCE OFLEARN ING EXERCISES 118Assurance of Learning Exercise3A: IBM andA f r i c a :An Exter na lAssessment 118

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CONT ENT S

Assuranceof Lea r n ing Exer cise 3B: Pr epar ingaCP Mfor IBM BasedonCount r ies Rather than Companies 118Assurance of Learning Exercise3C: Develop Div isional IBM EFE Matr ices 118Assuranceof Lear n ing Exer c ise 3D: Deve lop inganEFE Ma t r ixfor Ad idas AG 119Assuranceof Learning Exercise 3E: T he Exter na l Assessment 119Assurance of Lear n ing Exer c ise 3F: D ev e lop ingaC PMfor IBMCor por at ion 120Assurance ofLea r n ing Exer c ise 3G: D ev e lop ingaC PM f o r A d i d a sAG 120Assurance ofLea rning Exercise 3H : Analyzing Your Collegeor University'sExternal Strategic Situat ion 121

Chapter4The Internal Assessment 122The Nature of an Internal Audit 124

JOHNSON JOHN SON (J J) : EXCELLENT STRATEGICM A N A G E M E N T S H O W C A S E D 124Key Interna l F orces 125 The Processof PerforminganInte r na lA u d i t 126

The Resource-Based View (RBV) 127Integrating Strategy and Culture 128Management 130

Planning 130 n Or gan iz ing 132 M o t i v a t i n g 132 Staff ing 133 Cont r o l l ing 133 n M a n a g e m e n t A u d i tChecklistof Questions 134

Marketing 134Customer Analys is 134 D Se ll ing Products/Service s 134 Pr oduct and Ser v ice Plann ing 136 o Pr icing 136n D i s t r i bu t i on 137 D M a r k e t i n g R e s e a r ch 137 Cost/Bene f it Analysis 137 Mar ke t ing Aud i t Checklistof Questions 138

Finance/Accounting 138Fina nce/Account ing F unctions 138 D BasicT ypesof F i n a n ci a lRat ios 139 D F ina nce/Accounting Aud i t Checkl ist 144

Production/Operations 145Pr oduct ion/Oper at ions Aud i t Checkl ist 146Research and Development 146

In te r na l and Exter na l R&D 147 R e se a r c h a n d D e v e l o p m e n tA u d i t 148

Management Information Systems 148Management In for mat ion Systems Aud i t 148

Value Chain Analysis (VCA) 149Benchmar k ing 151

The Internal Factor Evaluation (IFE) Matrix 152Special NotetoStudents 153ASSURANCE OF LEARNING EXERCISES 158

Assurance of Lear n ing Exer c ise 4A: Deve lopa Cor por ate IFE Mat r ixforJ&J 158Assurance ofLea rning Exercise 4B: Should J&J De ploy M ore ResourcesorLess Outsid e ofthe USA? 158Assurance of Learning Exercise 4C: Apply Br eake ve n Analys is 158Assurance of Lear n ing Exer c ise 4D : Per fo r minga F inancia l Rat io Analys isfor Ad idas AG 159Assurance ofLea rning Exercise4E: Constr ucting an IFE Ma t r ix fo r Ad ida sAG 159Assurance of Learning Exercise 4F: Analyzing Your Collegeor Univer s i ty 'sInte r na l St r a teg ic S i tuat ion 159

Chapter5StrategiesinAction 160Long-Term Objectives162

PROCTER GAM BLE (P G): EXCELLENT STRATEGICM A N A G E M E N T S H O W C A S E D 162

T he Natur e of Long-Term Object ives 163 F inancia l ve r sus St r a teg icObject ives 163 D NotM a n a g i n gbyObject ive s 164The Balanced Scorecard 165TypesofStrategies 165

Leve lsof St r a teg ies 166Integration S trategies 168

F o r w a r d I n t e g r a t i o n 168 o B a c k w a r d I n te g r a t i o n 169D H o r i z o nt a l I n te g r a t i o n 170

Intensive Strategies 171M a r k e t P e n e t r a t i o n 171 M a r k e t D e v e l op m e n t 171 P r o d u ct D e v e l o pm e n t 172

Diversification Strategies 173R e l a t e d D i v e r s i f i c a t i o n 174 U n r e l a t e d D i v e r s i f i c a t i o n 175

Defensive Strategies 176R e t r e n c h m e n t 176 D i v e s t i t u r e 177 D L i q u i d a t i o n 178

Michael Porter's Five Generic Strategies 178Cost Leadership Strategies (Type 1 a nd T ype2) 180D D i f fe r e nt ia t ion St r a teg ies ( Type 3) 181 Focus Strate gies(Type 4a nd T ype5) 182 n St r a teg iesfor Compet ing in T ur bulent ,H igh- Veloci ty Ma r kets 182

MeansforAchieving Strategies 183Cooper at ion Among Compet i to r s 183 Jo int Ventur e /Par tner ing 183 M e r g e r / A c q u i s i t i o n 185 a Pr iva te- Equi tyAcquis i t ions 187 F i r st M o v e r A d v a n t a g e s 187D Outsour c ing 188

Strategic Management in Nonprofit and GovernmentalOrganizations 189

Rel ig ious Fa c i li t ies 190 D Educa t ional Inst i tu t ions 190 M e d i c a l O r g a n i z a t i on s 190 a G o v e r n m e n t a l A g e n ci e sandD e p a r t m e n t s 191

Strategic Management in Small Firms 191Special Note to Students 191

ASSURANCEOFLEARN ING EXERCISES 195Assurance of Lear n ing Exer c ise 5A: Mar ket Deve lopment : Pr octe rGamble ( P&G) 195Assur anceofLea r n ing Exer c ise 5B: A l t e r n a t i v e S t r a t e g i e sfor P&G 196Assurance ofLea r n ing Exer c ise 5C: Pr iva te- Equi tyAcquis i t ions 196Assurance of Learning Exercise 5D : A d i d a sA G: 2 0 1 1 - 2 0 1 3 197Assurance of Learning Exercise 5E: LessonsinD oing BusinessGlobal ly 197Assurance of Learning Exercise 5F: Procter Gamble ( P&G) :2 0 1 1 - 2 0 1 3 197Assurance ofLea r n ing Exer c ise 5G: W h a t S t r a t e g i e s A r e M o s tRisky? 198Assur anceof Lea r n ing Exer cise 5H : Explor ing Ba nkr uptcy 198Assurance of Learning Exercise 51: Examin ing St r a tegyAr t ic les 198Assurance of Lea rning Exercise 5J: Classifying SomeStr a teg ies 199

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C O N T E N T S 11Chapt er 6 St ra t egy Analys is and Choice 200The Nature of Strategy Analysis and Choice 202

THE COCA-COLA COMPANY (TCCC): EXCELLENT STRATEGICMANAGEMENT SHOWCASED 202The Processof Gener at ing and Select ing St r a teg ies 203

A Comprehensive Strategy-Formulation Framework 204The Input Stage 205The Matching Stage 205

T he St r a teg ic Posi tion and Act ion Eva luat ion ( SPACE) Ma t r ix 208B The Boston Consult ing Group (BCG) Ma tr ix 212 a T he Inte r na l-External ( IE) Ma tr ix 216 0 T he G r a n d S t ra t e g y M a t r i x 219

The Decision Stage 220T he Quant i ta t iv e St r a teg ic Plann ing Ma t r ix ( QSPM) 221Posi t ive Featur es and L imita t ionsof the QSPM 224

Cultural Aspects of Strategy Choice 226The Politics of Strategy Choice 226Governance Issues 227Special Note to Students 230

ASSURANCEOFLEARNING EXERCISES 233Assurance of Lear n ing Exer cise 6A: Should the Coca- Cola Company(TCCC) Pene trate Russia Furthe r? 233Assurance of Learning Exercise 6B: PerformaSWOT Analysis forTCCC'sGlobal Operat ions 233Assurance of Learning Exercise 6C: Prepar inga BCG Matr ix forTCCC 234Assuranceof Lear n ing Exer cise 6D : D ev e lop ingaSWOT M a t r ixfor Ad id as AG 234AssuranceofLea rning Exercise6E:D e v e l o p i nga SPACE Matrixfor Ad id as AG 235Assurance ofLear n ing Exer cise 6F:D ev e lop inga BCG Ma t r ixfor Ad id as AG 235AssuranceofLear n ing Exer cise 6G: De ve lop ingaQSPMfor Ad ida s AG 236Assuranceof Lea r n ing Exer c ise 6H : D ev e lop inga SWOT Matr ixforTCCC 236Assurance of Learning Exercise 61:D e v e l op i ngaSPACE Ma tr ixforTCCC 236AssuranceofLear n ing Exer c ise 6J: D ev e lop inga BCG Ma t r ixforyourCollegeorUnive r s i ty 237Assuranceof Lear n ing Exer c ise 6K: De ve lop ingaQSPMfora C o m pa n ythatYou ar e Fami l ia r With 237Assuranceof Lear n ing Exer c ise 6L: For mulat ing Ind iv idua lStrategies 237AssuranceofLea r n ing Exer c ise 6 M: T he Mach T est 238

PART 3 S t r a t e g y I m p l e m e n t a t i o n 240Chapt er 7 I m plem ent ing St ra t eg ies : M anagem enta nd O pe ra t ions Issues 240IKEA: EXCELLENT STRATEGIC MANAGEMENTSHOWCASED 242

The Nature of Strategy Implementation 243Manageme nt Per spectives 244

Annual Objectives 245Policies 247

Resource Allocation 249Managing Conflict 249Matching Structure with Strategy 250

The Functional Structure 251 T he D iv is ional St r uctur e 252 The Stra tegic Business Unit (SBU) Structure 253 T he Ma t r ixStructure 257 n Some Do's and D on'tsin Deve lop ing Or gan izat ionalCharts 257

Restructuring and Reengineering 260Restructur ing 260 Reengineer ing 261

Linking Performance and Pay to Strategies 261Managing Resistance to Change 264Creating a Strategy-Supportive Culture 265Production/Operations Concerns When ImplementingStrategies 266Human Resource Concerns When Implementing Strategies 267

Employee Stock Ownership Plans (ESOPs) 269 BalancingWor k L i fe and H ome L i fe 270 n Benef i tsof a D i v e r s eWor kfor ce 272 a Cor por ate Wel lness Pr ogr ams 272

Special Note to Students 274ASSURANCE OF LEARNING EXERCISES 278Assurance ofLear n ing Exerc ise 7A: D ev e lop ing a n O r gan iza t ional Char t fo rIKEA 278Assur anceof Learning Exercise 7B :Assessing IKEA's Susta ina bil i tyEfforts 278Assurance of Lear n ing Exer c ise 7C: Rev is ing Ad ida s AG's Or ga n izat ionalC h a r t 278Assurance of Lea r n ing Exer c ise 7D : Explor ing Object ives 279Assurance of Lear n ing Exer c ise 7E: Under stand ingMyUnive r s i ty 'sCulture 279

C h a p t e r8I m p le m e n t in g S t ra te g i e s : M a r k e t i n g ,F i n a n c e / A c co u n ti n g , R &D , a n d MISIssues 280The Nature of Strategy Implementation 282

HEWLETT-PACKARD (HP): EXCELLENT STRATEGICMANAGEMENT SHOWCASED 282

Current Marketing Issues 283New Pr inc ip lesofM a r k e t i ng 284 D A d v e r t i s i n g M e d i a 285 P u rp o se - B a s e d M a r k e t i n g 286

Market Segmentation 286R e t e n t io n -B a s e d S e g m e n t a t i o nr 28 7 D o e s t h e I n te r n e t M a k eMar ket Segmentat ion Easie r ? 289

Product Positioning 289Finance/Accounting Issues 291

Acqui r ing Cap i ta lto Implement St r a teg ies 294 Pr o jectedF inancia l Statements 294 D Pr o jected F ina ncia l Statem ent Analys isf o r W h o le F o od s M a r k e t 298 D F inancia l Budgets 300E v a l u a t i n g t h e W o r t hof a Business 302 D e c i d i n g W h e t h e rto GoPublic 305

Research and Development (R D) Issues 305Management Information Systems (MIS) Issues 307

Business Analyt ics 308

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12 CONT ENT SS p e c i a l N o t e to S t u d e n t s 308

ASSURANCE OF LEARNING EXERCISES 311Assurance of Lea r n ing Exer cise 8A: Pr epa r inganEPS/EBIT A na lysisforH ewlet t - Packa r d (H P) 311Assurance of Lear n ing Exer c ise 8B: Deve lop inga Pr oduct- Posi t ion ingM a p f o r A d i d a s A G 311Assurance of Learning Exercise 8C: PerforminganEPS/EBIT AnalysisforA d i d a s A G 312Assuranceof Lear n ing Exer c ise 8D: Pr epar ing Pr o jected F inancia lStatements fo r Ad idas AG 312Assurance of Lear n ing Exer c ise 8E: D ete r min ingtheCash ValueofA d i d a sAG 313Assurance of Lear n ing Exer c ise 8F: Deve lop ingaPr oduct- Posi t ion ingMapfo rMyCollege 313Assurance of Lear n ing Exer c ise 8G: Do Banks Requi r e Pr o jected F inancia lStatements? 313

PART4 S t r a t e g y E v a l ua t i on 314Chapter 9 Stra tegy Re view, Ev a lua t ion, a ndControl 314T h e N a t u r e of S t r a t e g y E v a l u a t i o n 31 6

GOOGLE INC.: EXCELLENT STRATEGIC M AN AG EM EN TSHOWCASED 316The Processof Eva luat ing St r a teg ies 320

A Strategy-Evaluation Framework 321Rev iewing BasesofSt r a tegy 321 o M e a s u r i ng O r g a n i z a t i o n a lPerformance 322 o T aking Cor r ect ive Act ions 325

The Balanced Scorecard 326Published Sources of Strategy-Evaluation Information 327Characteristics of an Effective Evaluation System 328Contingency Planning 329Auditing 330Twenty-First-Century Challenges in Strategic Management 331

T he Ar tof Science Issue 331 13 T he Vis ib leorH i d d e nIssue 331 H T he T op-D ownor Bot tom- Up Appr oach 333

S p e c i a l N o t e toS t u d e n t s 33 3ASSURANCE OFLEARNING EXERCISES 336Assurance of Lear n ing Exer c ise 9A: Eva luat ing Google 's St r a teg ie s 336Assurance ofLea r n ing Exer cise 9B: Pr epar inga St r a tegy- Eva luat ionRepor t for Ad id as AG 336Assurance ofLea r n ing Exer c ise 9C: Pr epar ingaB a l a n c e d S c or e c a r dforA d i d a s AG 337Assurance of Lear n ing Exer c ise 9D : Eva luateMyUnive r s i ty 'sSt r a teg ies 337

PART5 K e y S t r a t e g i c -M a n a g e m e n tTopics 338Chapter 10 Business Ethics/Social Responsibility/Environme nta l Susta inabil i ty 338

GOLDMAN SACHS GROUP EXCELLENT STRATEGICM A N A G E M E N T S H O W C A S E D 340

Business Ethics 34 1Codeof Business Ethics 342 An Ethics Culture 342n Br ibes 344 Love Af fa i r s a t Wor k 345

Social Responsibility 346Social Policy 346 Social PoliciesonR e t i r e m e n t 347

Environmental Sustainability 347p W h a tIs aSusta inab i l i ty Repor t? 349 Lackof S t a n d a r d sChanging 349 D F e d e r a l R e g u l a ti o n s 350 M a n a g i n gEnv i r onmenta l Af fa i r sinth e F i r m 350 n Should Students Rece iveEnv i r onmenta l T r a in ing? 350 Reasons Why Firms Should B e G r e e n 351 o Be Pr oact ive , Not Rea ct ive 351 o ISO14000/14001 Cer t i f ica t ion 351 D Electr ic Car Ne tworks AreH e r e 352

Special N otetoStudents 353ASSURANCEOFLEARN ING EXERCISES 356Assur anceof Lear n ing Exer c ise 10A: Susta inab i l i ty and GoldmanSachs 356Assurance of Lear n ing Exer c ise 10B: H ow D oesMyMunic ipa l i ty Compar eTo Other son Being Pollut ion-Safe? 356Assurance of Lear n ing Exer cise 10C: Compar e Ad ida s AG ver sus N ikeonSocial Responsibil i ty 356Assur anceof Lear n ing Exer cise 10D : H ow D o You Rate Ad id as AG's .Sustainabil i ty Efforts? 357Assur anceof Lea r n ing Exer c ise 10E: H ow D o You Rate Goldma n Sach'sSustainabil i ty Efforts? 357Assurance of Learning Exercise 10F: The Ethicsof SpyingonCompet i to r s 357

Chapter Global/International Issues 358PFIZER INC. EXCELLENT STRATEGIC MA NA GE ME NT SHOW -CASED 360

Multinational Organizations 363Advantages and Disadvantages of InternationalOperations 363The Global Challenge 364

G l o b a l i z a t i o n 365Corporate Tax Rates Globally 365United States versus Foreign Business Cultures 367Communication Differences Across Countries 369Business Culture Across Countries 369

MexicoBusiness Cultur e 369 JapanBusinessCulture 370 Br az i lBusiness Cultur e 372 D G e r m a y B u s i n e s sCulture 372 D EgyptBusine ss Culture 373 C h i n a 1Business Culture 373 n Ind ia Business Cultur e 374D N i g e r i a B u s i ne s s C u lt u r e 375

Business Climate Across Countries/Continents 375Afr ican Count r ies 375 China 377 a Phi l ipp ines 378a T a i w a n 379 a Ind ia 379 o G e r m a n y 380 M e x i c o 381

S p e c i a l N o t e toS t u d e n t s 382ASSURANCEOFLEARNING EXERCISES 386Assurance of Learning Exercise A : Ad i d a s A G W a n t sto Enter Af r ica .H e l p Th e m . 386Assurance of Learning Exercise 11B:Assessing D i f fe r e ncesinCultureAcross Countr ies 386Assur anceofLea r n ing Exer c ise 11C: Pf izer Wa ntstoE n te r V i e t n a m . H e l pT hem. 386Assurance of Lear n ing Exer c ise 11D: DoesMyUnive r s i ty Recr u i tinFor e ign Countr ies? 387

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C O N T E N T S 13PART 6 Strategic-Management Case

Analysis 388How to Prepare and Present a CaseAnalysis 388What isaStrategic-Management Case? 390GuidelinesforPreparing Case Analyses 390

T he Need forPr a ct ica l i ty 390 The N e e dforJustif icat ion 390 n T he N e e dforRea l ism 390 TheN e e dforSpecif icity 390 TheN e e dforO r i g i n a l i ty 391 D The N e e dtoContr ibute 391

PreparingaCaseforClass Discussion 391The Case M etho d versus Lecture Approach 391

h Cross-Examination 392PreparingaWr itte n Case Analysis 392

T he Executive Summar y 392 D T he C o m pr e h e n s i v e W r i t t e nAnalysis 392 StepsinPr epar ingaCo m p r e h e n si v e W r i t t e nAnalysis 393

Mak i n ganOral Prese ntat ion 393Or gan iz ing the Pr esentat ion 393 n Contr oll ing YourVoice 394 D M a n a g i n g B od y L a n g ua g e 394 Speaking f r omNotes 394 a Const r uct ing Visual A id s 394 Answe r ing Quest ions 394 D TipsforSuccessinCase Analys is 394 Conte nt Tips 395 n ProcessTips 395 Sample Case Analys is Out l ine 396STEPSINPRESENTINGA NORAL CASE ANALYSIS 397Or al Pr ese ntat ionStep 1 : In t r oduct ion (2minutes) 397O r a l P r e s e n t a t i on S t e p2:Miss ion/Vis ion(4minutes) 397O r a l P r e s e n t a t i on S t e p3:Inte r na l Assessment(8minutes) 398Or al Pr esentat ionStep 4: Exter na l Assessment(8minutes) 398O r a l P r e s e n t a t i on S t e p5:S tr a t e g y F o r m u l a t i o n(14 minutes) 398O r a l P r e s e n t a t i o n S t e p6:S tr a t e g y I m p l e m e n t a t i o n(8minutes) 399O r a l P r e s e n t a t i on S t e p 7:St r a tegy Ev a luat ion(2minutes) 399O r a l P r e s e n t a t i o n S t e p8:Conclusion(4minutes) 399

Name Index 4 1Subject Index 4 9