After studying this chapter, you should have a good understanding of: The role of opportunities, resources, and entrepreneurs in successfully pursuing new ventures; three types of entry strategies - pioneering, imitative, and adaptive - commonly used to launch a new venture; how the generic strategies of overall cost leadership, differentiation, and focus are used by new ventures and small businesses;. | Chapter Nine Implementing Strategy: Achieving Effective Strategic Control After studying this chapter, you should have a good understanding of: The value of effective strategic control systems in strategy implementation The key difference between “traditional” and “contemporary” control systems The imperative for “contemporary” control systems in today’s complex and rapidly changing competitive and general environments The benefits of having the proper balance among the three levers of behavioral control—culture, rewards and incentives/boundaries How a strong and positive culture and reward system can lessen the need for boundaries Why there is no “one best way” to design strategic control systems and the important contingent roles of business- and corporate-level strategies Learning Objectives TRANSPARENCY-76 Formulate Strategies Implement Strategies Strategic Control Exhibit Traditional Approach to Strategic Control TRANSPARENCY-77 Contemporary Approach to Strategic Control | Chapter Nine Implementing Strategy: Achieving Effective Strategic Control After studying this chapter, you should have a good understanding of: The value of effective strategic control systems in strategy implementation The key difference between “traditional” and “contemporary” control systems The imperative for “contemporary” control systems in today’s complex and rapidly changing competitive and general environments The benefits of having the proper balance among the three levers of behavioral control—culture, rewards and incentives/boundaries How a strong and positive culture and reward system can lessen the need for boundaries Why there is no “one best way” to design strategic control systems and the important contingent roles of business- and corporate-level strategies Learning Objectives TRANSPARENCY-76 Formulate Strategies Implement Strategies Strategic Control Exhibit Traditional Approach to Strategic Control TRANSPARENCY-77 Contemporary Approach to Strategic Control Exhibit TRANSPARENCY-78 Implement Strategies Informational Control Behavioral Control Formulate Strategies Strategic Control Essential Elements of Strategic Control Boundaries Culture Rewards Exhibit TRANSPARENCY-79 Action Plan for Objective #3 Description Primary Responsibility Target Date 1. Develop and implement 2002 marketing plan, including specific plans for addressing Falcon 20 retrofit programs, and expanded sales of cabin shells. . Plenge (. Marketing) December 15, 2001 2. Negotiate new supplier agreement with Gulfstream Aerospace. M. Spraggins (President) March 1, 2002 3. Continue and complete the development of the UltraSlim window and have a fully tested and documented design ready for production at a manufacturing cost of less than $900 per unit. . Pearson (. Operations) June 15, 2002 4. Develop a window design suitable for L-1011 and similar wide-body aircraft and have a fully tested and documented design ready for production at a .
