Cover
About the Authors
Brief Contents
Contents
Preface
Acknowledgments
Dedication
Part 1: Introduction to Strategic Management
Chapter 1: Strategic Leadership: Managing the Strategy-Making Process for Competitive Advantage
1-1 Overview
1-2 Strategic Leadership, Competitive Advantage, and Superior Performance
1-3 Strategic Managers
1-4 The Strategy-Making Process
1-5 Major Goals
1-6 Strategy as an Emergent Process
1-7 Strategic Planning in Practice
1-8 Strategic Decision Making
1-9 Strategic Leadership
Key Terms
Takeaways for Strategic Managers
Appendix to Chapter 1: Enterprise Valuation, ROIC, and Growth
Notes
Chapter 2: External Analysis: The Identification of Opportunities
and Threats
2-1 Overview
2-2 Defining an Industry
2-3 Porter's Competitive Forces Model
2-4 Strategic Groups within Industries
2-5 Industry Life-Cycle Analysis
2-6 Limitations of Models for Industry Analysis
2-7 The Macroenvironment
Key Terms
Takeaways for Strategic Managers
Notes
Part 2: The Nature of Competitive Advantage
Chapter 3: Internal Analysis: Resources and Competitive Advantage
3-1 Overview
3-2 Competitive Advantage
3-3 Value Creation and Profitability
3-4 The Value Chain
3-5 The Building Blocks of Competitive Advantage
3-6 Analyzing Competitive Advantage and Profitability
Key Terms
Takeaways for Strategic Managers
Notes
Chapter 4: Competitive Advantage through Functional-Level Strategies
4-1 Overview
4-2 Achieving Superior Efficiency
4-3 Achieving Superior Quality
4-4 Achieving Superior Innovation
4-5 Achieving Superior Customer Responsiveness
Key Terms
Takeaways for Strategic Managers
Notes
Part 3: Strategies
Chapter 5: Business-Level Strategy
5-1 Overview
5-2 Low Cost and Differentiation
5-3 Who Are Our Customers? Market Segmentation
5-4 Business-Level Strategy Choices
5-5 Business-Level Strategy, Industry, and Competitive Advantage
5-6 Implementing Business-Level Strategy
5-7 Competing Differently: Blue Ocean Strategy
Key Terms
Takeaways for Strategic Managers
Notes
Chapter 6: Business-Level Strategy and the Industry Environment
6-1 Overview
6-2 Strategy in a Fragmented Industry
6-3 Strategies in Embryonic and Growth Industries
6-4 Strategy in Mature Industries
6-5 Strategies in Declining Industries
Key Terms
Takeaways for Strategic Managers
Notes
Chapter 7: Strategy and Technology
7-1 Overview
7-2 Technical Standards and Format Wars
7-3 Strategies for Winning a Format War
7-4 Costs in High-Technology Industries
7-5 Capturing First-Mover Advantages
7-6 Technological Paradigm Shifts
Key Terms
Takeaways for Strategic Managers
Notes
Chapter 8: Strategy in the Global Environment
8-1 Overview
8-2 Global and National Environments
8-3 Global Expansion, Profitability, and Profit Growth
8-4 Cost Pressures and Pressures for Local Responsiveness
8-5 Choosing a Global Strategy
8-6 The Choice of Entry Mode
8-7 Global Strategic Alliances
Key Terms
Takeaways for Strategic Managers
Notes
Chapter 9: Corporate-Level Strategy: Horizontal Integration, Vertical Integration, and Strategic Outsourcing
9-1 Overview
9-2 Corporate-Level Strategy and the Multibusiness Model
9-3 Horizontal Integration: Single-Industry Corporate Strategy
9-4 Vertical Integration: Entering New Industries to Strengthen the "Core" Business Model
9-5 Alternatives to Vertical Integration: Cooperative Relationships
9-6 Strategic Outsourcing
Key Terms
Takeaways for Strategic Managers
Notes
Chapter 10: Corporate-Level Strategy: Related and Unrelated
Diversification
10-1 Overview
10-2 Increasing Profitability through Diversification
10-3 Two Types of Diversification
10-4 The Limits and Disadvantages of Diversification
10-5 Choosing a Strategy
10-6 Entering New Industries: Internal New Ventures
10-7 Entering New Industries: Acquisitions
10-8 Entering New Industries: Joint Ventures
Key Terms
Takeaways for Strategic Managers
Notes
Part 4: Implementing Strategy
Chapter 11: Corporate Governance, Social Responsibility, and Ethics
11-1 Overview
11-2 Stakeholders and Corporate Performance
11-3 Agency Theory
11-4 Governance Mechanisms
11-5 Ethics and Strategy
Key Terms
Takeaways for Strategic Managers
Notes
Chapter 12: Implementing Strategy through Organization
12-1 Overview
12-2 Organizational Architecture
12-3 Organizational Structure
12-4 Organization Controls and Incentives
12-5 Organizational Culture
12-6 Organization Processes
12-7 Implementing Strategy through Organizational Architecture
Key Terms
Takeaways for Strategic Managers
Notes
Part 5: Cases in Strategic Management
Introduction: Analyzing a Case Study and Writing a
Case Study Analysis
What Is Case Study Analysis?
Analyzing a Case Study
Writing a Case Study Analysis
The Role of Financial Analysis in Case Study Analysis
Conclusion
Endnote
Long Cases
Case 1: Trader Joe's in 2018
Case 2: Small Package Express Delivery Industry, 1973-2018
Case 3: Airborne Express: The Underdog
Case 4: Charles Schwab
Case 5: Coca-Cola
Case 6: Uber in 2018
Case 7: Dell Inc (A)-Going Private
Case 8: Dell Inc (B)-Transforming the Company
Case 9: Apple at Fourty
Case 10: Wal-Mart Stores
Case 11: Costco Wholesale Corporation in 2018
Case 12: SpaceX: Disrupting the Space Industry
Case 13: Alibaba Group: The Rise of a Platform Giant
Case 14: Ending HIV? Sangamo and Gene Editing
Case 15: Tesla, Inc. in 2018
Case 16: Chotukool: Challenges and Opportunities in Frugal
Innovation
Case 17: IKEA in 2018: Furniture Retailer to the World
Case 18: General Electric
Case 19: 3M: The Innovation Engine
Case 20: Nike: The Sweatshop Debate 20 Years on
Short Cases
Case 21: How to Make Money in Newspaper Advertising
Case 22: A Battle for Dominance in Mobile Payments
Case 23: The Market for Large Commercial Jet Aircraft
Case 24: Verizon Wireless: Competitive Advantage
Case 25: Amazon.com: Competitive Advantage and Functional
Strategy
Case 26: Nordstrom: Business-Level Strategy
Case 27: Procter & Gamble: Evolution of Global Strategy
Case 28: JCB in India
Case 29: Outsourcing and Vertical Integration at Apple
Case 30: Citigroup: The Opportunities and Risks of Diversification
Case 31: HP's Disastrous Acquisition of Autonomy
Case 32: Organization at Apple
Glossary
Index