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International Economics, Business and Management Strategy

Author(s): Nguyen Hoang Tien
Abstract:
International Economics, Business and Management Strategy
Author
Nguyen Hoang Tien, Ph.D
Publication Month and Year: December 2019
Pages: 585
E-BOOK ISBN: 978-81-944644-3-3
Academic Publications
C-11, 169, Sector-3, Rohini, Delhi, India
Website: www.publishbookonline.com
Email: publishbookonline@gmail.com
Phone: +91-9999744933
Contents
S. No.Part A - Principles of ManagementPage No.
1.Chapter - I
Manager and Management Functions01-70
1.1Manager and managerial work01
1.1.1Manager in general01
1.1.2Management process04
1.1.3Managerial roles06
1.1.4Managerial skills11
1.2Planning function12
1.2.1General framework of planning12
1.2.2Strategic planning15
1.2.3Operating plans, policies, procedures and rules16
1.2.4Management by objectives17
1.3Organizing function19
1.3.1Bureaucracy and departmentalization19
1.3.2Latest forms of organization24
1.3.3Delegation, empowerment, decentralization29
1.4Leading function and motivation32
1.4.1Leadership and management32
1.4.2.Power, authority and influence33
1.4.3.Effective leader and leadership styles36
1.4.4Transformational, charismatic and superleadership45
1.4.5Motivation and need satisfaction49
1.4.6Goals setting, behavior modification53
1.5Controling function57
1.5.1Types of control57
1.5.2Control process60
1.5.3Control techniques63
1.5.4Coltrol effectiveness69
2.Chapter - II
Management Theories and Practical Issues71-149
2.1Management thought development71
2.1.1Classical school of management71
2.1.2Behavioral school of management72
2.1.3Scientific school of management72
2.1.4Systemic approach73
2.1.5Contingency approach73
2.1.6Best management practices74
2.2Management problems and decisions75
2.2.1Types of decision75
2.2.2Procedure of problem solving and decision making76
2.2.3Impacts on decision making79
2.2.4Managerial creativity82
2.2.5Group problem solving and decision making86
2.3Management ethics88
2.3.1Business ethics88
2.3.2Corporate social responsibility93
2.3.3Ethical and socially responsible business96
2.4Organization culture and behavior98
2.4.1Organization culture98
2.4.2Organization learning101
2.4.3Cultural and change management102
2.4.4Cross cultural management106
2.5Communication and teamwork110
2.5.1Communication process110
2.5.2Nonverbal communication111
2.5.3Communication infrastructure113
2.5.4Overcome barriers in communication117
2.5.5Teams and groups125
2.5.6Effective work groups127
2.6Customer satisfaction135
2.6.1Quality management135
2.6.2Quality management techniques140
2.6.3Customer satisfaction144
Part B - International Strategy
Chapter - III
International Economics & Business Environment153-235
3.1Overview of world economy153
3.1.1History of economic development153
3.1.2Future of the world economy157
3.1.3Global issues of the world economy158
3.1.4International and foreign economic relations160
3.1.5World economies-cases161
3.2International trade163
3.2.1Introduction to international trade163
3.2.2International trade relations165
3.2.3International trade policies167
3.2.4Trade liberalization and protection168
3.2.5International trade-cases170
3.3International investment171
3.3.1Introduction to international investment171
3.3.2Foreign portfolio investment173
3.3.3Foreign direct investment173
3.3.4Official development assistance176
3.3.5International labor movement178
3.3.6International investment-cases180
3.4International finance182
3.4.1Balance of international trade182
3.4.2Foreign exchange and exchange rate183
3.4.3International monetary system187
3.5International economic integration190
3.5.1International economic union and integration190
3.5.2ASEAN, EU, APEC192
3.5.3Global economic and financial institutions197
3.5.4International economic integration-cases199
3.6General business environment20
3.6.1Trends in global business context200
3.6.2General business environment characteristics202
3.6.3Segmentation of general business environment205
3.6.4Analysis of general business environment211
3.7Sectoral business environment213
3.7.1Sectorial business environment characteristics213
3.7.2Porter’s five force model214
3.7.3Analysis of sectorial business environment215
3.7.4Subsectorial business environment221
3.8Internal business environment227
3.8.1Business functions227
3.8.2Value chain229
3.8.3Business crossfunctions334
Chapter - IV
International Business Strategy236-400
4.1Corporate strategy236
4.1.1Essentials of strategy236
4.1.2Strategic thought development247
4.1.3Corporate strategic orientation256
4.2Corporate strategy planning268
4.2.1International business strategy268
•International market penetration strategies275
•International market competition strategies277
•Globalization and localization strategies282
4.2.2Corporate strategy284
•Strategies for stages of corporate development284
•Strategic alliance293
•Instruments for strategic analysis317
•Procedure for strategic analysis338
4.2.3Business units’ strategy340
•Basic strategies and strategic moves340
•Strategies for stages of branch development352
4.2.4Functional strategy359
4.3Corporate strategy implementation and control366
4.3.1Strategy implementation366
•Context of implementation366
•Strategy’s decomposition and strategic convergence370
•Strategic resource distribution and usage377
•Procedure of strategy implementation384
4.3.2Strategy control386
•Organization design386
•Control system design393
•Procedure of strategy control398
Part C - International Management
Chapter - V
International Marketing Management403-486
5.1Principles of marketing403
5.1.1Marketing concept403
5.1.2Marketing management407
5.1.3Marketing strategy408
5.1.4Marketing mix413
5.1.5Segmenting-targeting-positioning415
5.2Global market and international426
5.2.1Global market and purchasing behavior428
5.2.2International service marketing439
5.3Strategic international marketing management466
5.3.1Key concepts of strategic planning466
5.3.2Process of strategic marketing planning475
5.3.3Marketing strategy implementation and control483
Chapter - VI
International Human Resource Management487-533
6.1Multinational enterprise487
6.2International planning and staffing493
6.3International training and development509
6.4International compensation and performance assessment520
Chapter - VII
International Supply Chain Management534-568
7.1Supply chain management534
7.1.1From logistics to supply chain management534
7.1.2Supply chain environment537
7.1.3Supply chain management in organization540
7.1.4Future of supply chain management544
7.2Performance measurement in the supply chain551
7.2.1Approaches to measuring performance553
7.2.2Implementing measurements and control561
Reference569-585
List of Tables
S. No.TablesPage No
1.Manager’s characteristics06
2.Managerial roles06
3.Goals setting17
4.Advantages and disadvantages of MBO18
5.MBO and MBP (Management by process)19
6.Advantages and disadvantages of bureaucracy21
7.Advantages and disadvantages of functional departmentalization21
8.Advantages and disadvantages of territorial departmentalization22
9.Advantages and disadvantages of product and service departmentalization23
10.Advantages and disadvantages of customer departmentalization24
11.Advantages and disadvantages of matrix organization25
12.Leader versus manager32
13.Management without control58
14.Theory X and theory Y59
15.Qualitative control techniques64
16.Quantitative control techniques64
17.Taylor’s management rules71
18.Four Industrial revolutions156
19.Comparative analysis of general and competitive business environment214
20.Entrance and exit barriers217
21.Business functions in enterprises227
22.Comparative analysis of own company and competitors228
23.Value chain of General Electric Corporation-main functional activities233
24.Value chain of General Electric-supporting activities233
25.Comparative analysis of strategic schools249
26.Global orientation of international corporations272
27.Competitive advantages of low cost strategy in foreign market278
28.Competitive advantage of differentiation strategy in foreign market279
29.Competitive advantage of quick response strategy in foreign market280
30.Competitive advantage of strategy of good relations with local government in foreign market281
31.Classification of motives in strategic alliance295
32.Goals of strategic alliance and orientation of product-market policy298
33.Criteria for assessing and selecting partner in strategic alliance300
34.Criteria for strategic alliance leadership assessment310
35.The meaning of strategic position in matrix BCG323
36.New type of matrix BCG324
37.Factors determining attractiveness of industry326
38.Factors determining competitive position of the industry326
39.Matrix McKinsey (GE)-interpretation of the meaning and strategic move of each cell328
40.QSPM matrix334
41.Vinamilk’s matrix CPM336
42.Business strategy comparison344
43.Price and quality strategic move345
44.Attack and dodge strategic move346
45.Confrontation and market search strategic move350
46.Investment strategies at development stages of industry358
47.Operation strategy360
48.Advantages and disadvantages of R&D strategy363
49.7S for focus and diversification oriented business activities369
50.Characteristics of customers’ needs focused marketing407
51.Advantages and disadvantages of segmentation416
52.Segmentation criteria for consumer and organization market418
53.Process of positioning423
54.Global marketing context427
55.Customization versus standardization441
56.Product characteristics447
57.Same brand name advantages and disadvantages450
58.Pricing strategy characteristics451
59.Placement characteristics454
60.Promotion characteristics455
61.Key and support logistics activities in supply chain541
62.Supply chain measures564
Illustrations
S. No.IllustrationsPage No
1.Levels of management02
2.Managerial process04
3.Managerial skills12
4.Procedure of planning15
5.Functional departmentalization22
6.Territorial departmentalization23
7.Product service departmentalization23
8.Customer departmentalization24
9.Matrix organization (1)26
10.Matrix organization (2)26
11.Process organization29
12.Centralization versus decentralization32
13.Leadership grid (1)41
14.Leadership grid (2)42
15.Situational leadership model43
16.Mentor-protégé relation49
17.Maslow’s hierarchy of needs51
18.Controlling in management process58
19.Management process without controlling58
20.Control process61
21.Control techniques64
22.Organizational culture99
23.Lewin’s model of change104
24.Structure of general business environment204
25.Industry related competitive environment215
26.Strategic groups of world watchmakers in 60s222
27.Strategic groups of world watchmakers in 70s223
28.Strategic groups of world watchmakers in 80s223
29.Procedure of determining strategic groups224
30.Strategic moves in an industry226
31.Value chain of enterprise229
32.Scheme of strategy’s definition238
33.Strategy as a set of choices of ends and means238
34.Strategy as a way of resources redeployment238
35.Strategy as sets of ends and means239
36.Strategy as a match between internals and externals239
37.Strategic vision, market and product241
38.Model of strategic management244
39.Procedure of strategic management266
40.Advantages and disadvantages of global business expansion269
41.Matrix of international business strategy273
42.Procedure of foreign market penetration275
43.Stages of corporate development284
44.Related and non-related diversification287
45.New and current product, technology and market289
46.The causes of business decline290
47.Steps of stage of cut and change292
48.Strategic alliance in business strategy297
49.Procedure for setting strategic alliance299
50.Toys “R” Us competitive advantage304
51.Amazon.com competitive advantage305
52.Amazon.com and Toy “R” Us competitive advantage305
53.Corporate culture-comparative analysis307
54.Matrix for culture and strategy fit307
55.Knowledge and skills transfer in strategic alliance312
56.Learning cycle of partners in strategic alliance314
57.Risks related to strategic alliance314
58.Cultural differences and determination to reduction315
59.SWOT matrix318
60.Procedure of business analysis of matrix BCG321
61.Matrix BCG322
62.Procedure of business analysis of matrix McKinsey325
63.Matrix McKinsey327
64.Procedure of business analysis of matrix Hofer329
65.Matrix Hofer330
66.SPACE matrix332
67.Matrix IE337
68.Procedure of business strategy analysis and selection338
69.Basic competitive strategy341
70.Selecting competitive strategy341
71.McKinsey 4S and 7S context369
72.System of perception levels on enterprise370
73.Model of concretization in strategy execution370
74.Soft factors impacting strategy execution374
75.Strategy classification based on feasibility378
76.Procedure of resource planning in strategy execution378
77.Company level resource distribution380
78.Scenarios of resource change and distribution strategy380
79.Identification and resource relevance analysis for basic business strategies382
80.Steps in strategy implementation385
81.Organization structure from centralization to decentralization387
82.Activity blocks392
83.Standardization in control394
84.Control procedure398
85.Internal factor analysis410
86.PEST model-external factors analysis411
87.Marketing strategy and business strategy412
88.4P marketing mix from consumers’ view414
89.Ansoff's product-market matrix420
90.STP process420
91.Selection of target markets422
92.Customization versus standardization441
93.Environmental approach to global marketing442
94.Product-service continuum448
95.Service model449
96.Factors impacting corporate competitive467
97.Strategic marketing management471
98.Levels of strategy473
99.Business units’ interrelations474
100.Functional strategies’ interrelations475
101Process of strategic (marketing) planning475
102BCG matrix477
103Strategy realization and control485
104The process reference model555
105SCOR model557
10604 levels of SCOR model558
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