Business strategy for a better normal : concepts and cases / Armand Gilinsky.
Gilinsky, Armand, Jr.
2023
HD30.28
Available Online

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Title Business strategy for a better normal : concepts and cases / Armand Gilinsky.
Author Gilinsky, Armand, Jr.
ISBN 9783031287084 (electronic bk.)
3031287088 (electronic bk.)
303128707X
9783031287077
DOI https://doi.org/10.1007/978-3-031-28708-4
Publication Details Cham : Palgrave Macmillan, 2023.
Language English
Description 1 online resource
Item Number 10.1007/978-3-031-28708-4 doi
Call Number HD30.28
Dewey Decimal Classification 658.4/012
Summary This book fills a major gap in thinking proactively about the future of businesses and preparing leadership teams to succeed. The topics and the mini-cases are both current and compelling, illustrating the emerging choices that companies will need to make in the second half of the 21st century and providing them the tools to make choices that will optimize the returns to all of their stakeholders. John Elstrott, Chairman (retired) Whole Foods Markets, New Orleans, Louisiana, USA A clear road map for leaders seeking to empower their followers, organizations, and industries to innovate during unexpected and challenging times in order to maintain competitive advantage in a diversified, equitable and inclusive culture. Amelia Ceja, President & CEO, Ceja Vineyards, Napa, CA USA This book examines how leaders can use strategic thinking to transform their followers, organizations, and industries in the wake of societal shocks like COVID-19 that require re-balancing both leadership and business models. It is organized around a new triumvirate of strategic thinking concepts for the better normal, explained in a 3S Model: Style, Situation, and Strategic Orientation. The environment (situation) creates or deters opportunities that are pursued by leaders with the propensity (style) and the potential (strategy) to develop them. In the face of ongoing crises such as COVID-19, natural disasters, political upheaval, and climate change, the author proposes that the field of strategic management needs to rethink and update traditional frameworks in order to offer business models more applicable in a rapidly changing environment. Addressing topics such as sustainability and diversity, this pivotal text offers fresh strategic thinking and presents illustrative examples and case studies about organizations grappling with making decisions in a dynamically different new normal. Armand Gilinsky is the F Korbel Professor of Wine Business at Sonoma State University, USA, where he has taught strategy and entrepreneurship since 1994. He has authored over 50 published business case studies and several articles on entrepreneurial strategy and socially responsible entrepreneurship. He has served as President of the North American Case Research Association, a group of some 500 case research professionals. Dr. Gilinsky has extensive consulting experience in strategic planning, competitive strategy, and developing business and financial plans.
Bibliography, etc. Note Includes bibliographical references and indexes.
Access Note Access limited to authorized users.
Source of Description Description based on print version record.
Available in Other Form Print version: 9783031287084
Print version: 9783031287077
Linked Resources Online Access
Record Appears in Online Resources > Ebooks
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Intro
Preface
Acknowledgments
Praise for Business Strategy for a Better Normal
Contributors
Contents
About the Author
List of Figures
List of Tables
1 Strategic Thinking
Introduction
Vision and Mission
Goals, Strategies, and Tactics
A Better Proposition
End of Chapter Example: Missions and Visions of Leading Consumer Companies
End of Chapter Strategic Planning Exercise
My Strategy Plan
Further Reading
2 Organizational Cultures
Developing a Strategy
Quadrants
Style and Strategy
Types of Organizational Cultures

Why Strategists Need to Be Forward-Looking
End of Chapter Mini-Case: How Airbnb Built Its Belonging Culture
Creating an Open Dialogue at Work
Bringing Company Culture to Life
Recruiting and Onboarding at Airbnb
End of Chapter Strategic Planning Exercise
Choosing an Employer
Further Reading
3 Scanning the Environment
Assessing the Macro-Environment
Opportunity-Rich or Opportunity-Poor?
Key Performance Indicators
Environmental Scanning Tools
Driving Forces
Strategy as Practice
Will the Strategy Fly?
End of Chapter Mini-Case: Robinhood Markets, Inc.

Downside Risks
Responses to Critics
Uncertain Outlook
End of Chapter Strategic Planning Exercise
Scoping an Opportunity
Further Reading
4 Industry Attractiveness
The Power of Competitive Forces
Rivalry Among Competing Sellers: Moderate to High
Threat of Entry of New Competitors: Moderate to Low
Threat of Substitute Products: Moderate to High
Supplier Bargaining Power and Supplier-Seller Collaboration: Moderate
Buyer Bargaining Power and Seller-Buyer Collaboration: Trade-High
Consumer-High
Decision-Making Tools
Key
Key Success Factors

Diversification Winners and Losers
Tasks of the Strategic Manager
End of Chapter Mini-Case: Mark Anthony Group
Company Evolution
The Market for Hard Seltzer Beverages
Competitors in the Hard Seltzer Market
New Entry Threat
Further Reading
5 Competing
Strategy is a Hypothesis
Strategic Orientations
Quadrants
Competitive Strategies
Cooperation and Coopetition
End of Chapter Mini-Case: Coinbase
Crypto Defined
Coinbase's Founding and Evolution
Coinbase's Competitive Strategy
Risk and Reward Tradeoffs
Crypto Comeuppance?

End of Chapters Strategic Planning Exercises
Leaving My Comfort Zone
Further Reading
6 Diversity, Equality, Inclusion and Diversification
Introduction
Why DEI?
Illustrative Example: La Cheve Bakery & Brews
Linkages with Diversification Strategies
Quadrants
End of Chapter Mini-Case: DEI at Nike, Inc.
Mounting Criticism and Departures
Nike's Response
DEI Targets
Stakeholder Activism
End of Chapters Strategic Planning Exercises
DEI Awareness
Further Reading
7 Contemplating Globalization
Why Expand Geographically?
Adapting to Global Markets

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