Chapter
2.3 Types of long-range plans
2.3.1 Differences in focuses on the process
2.3.2 Types of plans, according to the contents and amount of detail
2.3.3 Time horizons and the two-plan system
2.3.4 Revision of long-range plans
2.4 Contents of corporate plans
2.5 Consolidation of plans for subsidiaries within the plans of parent companies
2.6 The historical development of long-range planning
Appendix. Detailed components of the plan
Chapter 3 The process of planning
3.1 Features of strategic decision-making
3.2 Types of strategic decisions
3.3 The process of planning
3.4 Cases of planning process
3.5 Types of planning process
3.6 Three types of organizational process
3.7 Survey on the planning process in the organization
Chapter 4 Organization for strategic planning
4.1.1 Top management team and the management committee
4.1.2 The effects of group decision-making on top management
4.1.3 Problems of the management committee
4.1.4 The role of top management in the long-range planning process
4.1.5 The changing of attitudes
4.1.6 Demographics and other characteristics of top management
4.2 The planning department
4.3.1 Internal venture teams
4.4 ‘Incubator’ departments
4.5 Organizational problems of research and development
4.5.1 Types of research policy
4.5.2 Classification of research
4.5.3 Long-range planning for research and development
4.5.4 Centralization versus decentralization of research laboratories
4.5.5 Internal organizational structure
4.5.6 Combination of divergent capabilities
4.5.7 Interface between research, development, production engineering, production and marketing
4.5.8 Planning and freedom in research management
Chapter 5 Analysis of the environment
5.1 The characteristics of strategic information
5.3 Identifying needs in strategic information
5.4 Database structure and data collection
5.6 Collectors of information
5.8 Communication, storage and retrieval of information
Chapter 6 Internal analysis and the changing
of corporate culture
6.1 Types of internal analyses
6.2 The system of internal analysis
6.3 The use of growth/share matrix (product-portfolio matrix)
6.5 Corporate culture and long-range planning
Appendix: Method of survey
Bibliography on corporate culture
Chapter 7 Strategic issues and long-range goals
7.1 The meaning of strategic issues
7.2 The process of finding strategic issues
7.3 The organizational process
7.5 The process of deciding goal levels
7.6 The international comparison of goals
7.7 Long term visions and corporate philosophies
7.8 The implementations of long-term strategy
Chapter 8 Development of the product-market strategy
8.1 Approaches to product-market strategies
8.2 The options of product-market strategies and basic principles
8.3 The process of transformation
8.4 The use of planning techniques
Bibliography for product market strategy
Chapter 9 Resource structure planning
9.1 Areas of resource structure
9.3 Using operational plans to construct resource structure plans
9.6 Human resource planning
9.7The strategic acquisition of resources
Bibliography for resource structure
Part A The evaluation of strategy
10.1 Evaluation criteria: rating scale methods
10.2 Evaluation criteria: the matrix model
10.3 Quantitative measurements
10.5 The classification of evaluation
10.6 The process of appraisal
Part B Resource allocation
10.8 Allocation of resources to projects
10.9 The process of resource allocation
10.10 Political behaviour
Chapter 11 The integration of strategic decisions
11.1 Ranking of projects and co-ordination of planning activities
11.2 Interface between departments - conditions of self-coordination
Chapter 12 Long-range profit planning
12.2 Purpose and limitations
12.3 The process of profit planning
12.4 Profit planning and simulation
12.5 Profit improvement plans
Chapter 13 Decision making under uncertainty
13.1 Increase of information
13.3 Sequential decisions
13.4 Early warning systems
13.6 Revision of the plan
13.7 Diversification and flexibility of business
13.8 Relative competitiveness and the strengthening of resource capabilities
13.9 The relationship between the four approaches
Chapter 14 Implementation and control
14.1 Models of implementation and control
14.2 Promotion of implementation
14.5 The rewards for implementation
Chapter 15 Problems and success factors
15.1 Frameworks of analysis
15.4.1 Strategy oriented culture
15.4.3 Strategic decisions in long-range planning
15.5 Recent changes in the long-range planning systems
References (all chapters)
Appendix: Sources of data
Long-Range Planning of Japanese Corporations
( de Gruyter Studies in Organization )
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