Cover
Brief Contents
Contents
Preface
About the Authors
Part 1: Strategic Management Inputs
Chapter 1: Strategic Management and Strategic Competitiveness
1-1 The Competitive Landscape
1-2 The I/O Model of Above-Average Returns
1-3 The Resource-Based Modelof Above-Average Returns
1-4 Vision and Mission
1-5 Stakeholders
1-6 Strategic Leaders
1-7 The Strategic Management Process
Summary
Key Terms
Review Questions
Mini-Case
Notes
Chapter 2: The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis
2-1 The General, Industry, and Competitor Environments
2-2 External Environmental Analysis
2-3 Segments of the General Environment
2-4 Industry Environment Analysis
2-5 Interpreting Industry Analyses
2-6 Strategic Groups
2-7 Competitor Analysis
2-8 Ethical Considerations
Summary
Key Terms
Review Questions
Mini-Case
Notes
Chapter 3: The Internal Organization: Resources, Capabilities, Core Competencies, and Competitive Advantages
3-1 Analyzing the Internal Organization
3-2 Resources, Capabilities, and Core Competencies
3-3 Building Core Competencies
3-4 Outsourcing
3-5 Competencies, Strengths, Weaknesses, and Strategic Decisions
Summary
Key Terms
Review Questions
Mini-Case
Notes
Part 2: Strategic Actions: Strategy Formulation
Chapter: 4 Business-Level Strategy
4-1 Customers: Their Relationship with Business-Level Strategies
4-2 The Purpose of a Business-Level Strategy
4-3 Business Models and Their Relationship with Business-Level Strategies
4-4 Types of Business-Level Strategies
Summary
Key Terms
Review Questions
Mini-Case
Notes
Chapter 5: Competitive Rivalry and Competitive Dynamics
5-1 A Model of Competitive Rivalry
5-2 Competitor Analysis
5-3 Drivers of Competitive Behavior
5-4 Competitive Rivalry
5-5 Likelihood of Attack
5-6 Likelihood of Response
5-7 Competitive Dynamics
Summary
Key Terms
Review Questions
Mini-Case
Notes
Chapter 6: Corporate-Level Strategy
6-1 Levels of Diversification
6-2 Reasons for Diversification
6-3 Value-Creating Diversification: Related Constrained and Related Linked Diversification
6-4 Unrelated Diversification
6-5 Value-Neutral Diversification: Incentives and Resources
6-6 Value-Reducing Diversification: Managerial Motives to Diversify
Summary
Key Terms
Review Questions
Mini-Case
Notes
Chapter 7: Merger and Acquisition Strategies
7-1 The Popularity of Mergerand Acquisition Strategies
7-2 Reasons for Acquisitions
7-3 Problems in Achieving Acquisition Success
7-4 Effective Acquisitions
7-5 Restructuring
Summary
Key Terms
Review Questions
Mini-Case
Notes
Chapter 8: International Strategy
8-1 Identifying International Opportunities
8-2 International Strategies
8-3 Environmental Trends
8-4 Choice of International Entry Mode
8-5 Risks in an International Environment
8-6 Strategic Competitiveness Outcomes
8-7 The Challenge of International Strategies
Summary
Key Terms
Review Questions
Mini-Case
Notes
Chapter 9: Cooperative Strategy
9-1 Strategic Alliances as a Primary Type of Cooperative Strategy
9-2 Business-Level Cooperative Strategy
9-3 Corporate-Level Cooperative Strategy
9-4 International Cooperative Strategy
9-5 Network Cooperative Strategy
9-6 Competitive Risks with Cooperative Strategies
9-7 Managing Cooperative Strategies
Summary
Key Terms
Review Questions
Mini-Case
Notes
Part 3: Strategic Actions: Strategy
Implementation
Chpater 10: Corporate Governance
10-1 Separation of Ownership and Managerial Control
10-2 Ownership Concentration
10-3 Board of Directors
10-4 Market for Corporate Control
10-5 International Corporate Governance
10-6 Governance Mechanisms and Ethical Behavior
Summary
Key Terms
Review Questions
Mini-Case
Notes
Chapter 11: Organizational Structure and Controls
11-1 Organizational Structure and Controls
11-2 Relationships between Strategy and Structure
11-3 Evolutionary Patterns of Strategy and Organizational Structure
11-4 Implementing Business-Level Cooperative Strategies
11-5 Implementing Corporate-Level Cooperative Strategies
11-6 Implementing International Cooperative Strategies
Summary
Key Terms
Review Questions
Mini-Case
Notes
Chapter 12: Strategic Leadership
12-1 Strategic Leadership and Style
12-2 The Role of Top-Level Managers
12-3 Managerial Succession
12-4 Key Strategic Leadership Actions
Summary
Key Terms
Review Questions
Mini-Case
Notes
Chapter 13: Strategic Entrepreneurship
13-1 Entrepreneurship and Entrepreneurial Opportunities
13-2 Innovation
13-3 Entrepreneurs
13-4 International Entrepreneurship
13-5 Internal Innovation
13-6 Implementing Internal Innovations
13-7 Innovation through Cooperative Strategies
13-8 Innovation through Acquisitions
13-9 Creating Value through Strategic Entrepreneurship
Summary
Key Terms
Review Questions
Mini-Case
Notes
Part 4: Case Studies
Preparing an Effective Case Analysis
Case 1: Alphabet Inc.: Reorganizing Google
Case 2: Baidu's Business Model and Its Evolution
Case 3: Future of the Autonomous Automobile: A Strategy for BMW
Case 4: An Examination of the Long-Term Healthcare Industry in the USA
Case 5: CrossFit at the Crossroads
Case 6: New Business Models for Heise Medien: Heading for the Digital Transformation
Case 7: Illinois Tool Works: Retooling for Continued Growth and Profitability
Case 8: UltraRope: Crafting a Go-to-Market Strategy for Kone's Innovative 'UltraRope' Hoisting Cable
Case 9: MatchMove: Business Model Evolution
Case 10: The Movie Exhibition Industry: 2018 and Beyond
Case 11: Pacific Drilling: The Preferred Offshore Driller
Case 12: Pfizer
Case 13: Publix Supermarkets, Inc.
Case 14: Driving Innovation and Growth at Starbucks: From Howard Schultz
to Kevin Johnson
Case 15: Sturm, Ruger & Co. and the U.S. Firearms Industry
Case 16: The Trivago Way-Growing without Growing Up?
Case 17: The Volkswagen Emissions Scandal
Case 18: The Wells Fargo Banking Scandal
Case 19: ZF Friedrichshafen's Acquisition of TRW Automotive: Making the Deal
Case 20: The Rise and Fall of ZO Rooms
Name Index
Company Index
Subject Index
