Strategic Management

Description

Cover Strategic Management Dedication Contents in Brief Minicases & Full-Length Cases Chapter Cases & Strategy Highlights Contents About the Author Preface Acknowledgments PART ONE: Analysis CHAPTER 1: What Is Strategy? CHAPTERCASE 1 / Tesla’s Secret Strategy 1.1 What Strategy Is: Gaining and Sustaining Competitive Advantage What Is Competitive Advantage? 1.2 Vision, Mission, and Values Vision Mission Values 1.3 The AFI Strategy Framework 1.4 Implications for Strategic Leaders CHAPTERCASE 1 / Consider This... CHAPTER 2: Strategic Leadership: Managing the Strategy Process CHAPTERCASE 2 / Sheryl Sandberg: Leaning in at Facebook 2.1 Strategic Leadership What Do Strategic Leaders Do? How Do You Become a Strategic Leader? The Strategy Process Across Levels: Corporate, Business, and Functional Managers 2.2 The Strategic Management Process Top-Down Strategic Planning Scenario Planning Strategy as Planned Emergence: Top-Down and Bottom-Up 2.3 Stakeholders and Competitive Advantage Stakeholder Strategy Stakeholder Impact Analysis 2.4 Implications for Strategic Leaders CHAPTERCASE 2 / Consider This... CHAPTER 3: External Analysis: Industry Structure, Competitive Forces, and Strategic Groups CHAPTERCASE 3 / Airbnb: Disrupting the Hotel Industry 3.1 The PESTEL Framework Political Factors Economic Factors Sociocultural Factors Technological Factors Ecological Factors Legal Factors 3.2 Industry Structure and Firm Strategy: The Five Forces Model Industry vs. Firm Effects In Determining Firm Performance Competition In the Five Forces Model The Threat of Entry The Power of Suppliers The Power of Buyers The Threat of Substitutes Rivalry Among Existing Competitors A Sixth Force: The Strategic Role of Complements 3.3 Changes over Time: Entry Choices and Industry Dynamics Entry Choices Industry Dynamics 3.4 Performance Differences within the Same Industry: Strategic Groups The Strategic Group Model Mobility Barriers 3.5 Implications for Strategic Leaders CHAPTERCASE 3 / Consider This... CHAPTER 4: Internal Analysis: Resources, Capabilities, and Core Competencies CHAPTERCASE 4 / Dr. Dre’s Core Competency: Coolness Factor 4.1 Core Competencies 4.2 The Resource-Based View Two Critical Assumptions The Vrio Framework Isolating Mechanisms: How to Sustain A Competitive Advantage 4.3 The Dynamic Capabilities Perspective 4.4 The Value Chain and Strategic Activity Systems The Value Chain Strategic Activity Systems 4.5 Implications for Strategic Leaders Using Swot Analysis to Generate Insights From External and Internal Analysis CHAPTERCASE 4 / Consider This... CHAPTER 5: Competitive Advantage, Firm Performance, and Business Models CHAPTERCASE 5/ The Quest for Competitive Advantage: Apple vs. Microsoft 5.1 Competitive Advantage and Firm Performance Accounting Profitability Shareholder Value Creation Economic Value Creation The Balanced Scorecard The Triple Bottom Line 5.2 Business Models: Putting Strategy into Action The Why, What, Who, and How of Business Models Framework Popular Business Models Dynamic Nature of Business Models 5.3 Implications for Strategic Leaders CHAPTERCASE 5 / Consider This... PART TWO: Formulation CHAPTER 6: Business Strategy: Differentiation, Cost Leadership, and Blue Oceans CHAPTERCASE 6 / JetBlue Airways: Finding a New Blue Ocean? 6.1 Business-Level Strategy: How to Compete for Advantage Strategic Position Generic Business Strategies 6.2 Differentiation Strategy: Understanding Value Drivers Product Features Customer Service Complements 6.3 Cost-Leadership Strategy: Understanding Cost Drivers Cost of Input Factors Economies of Scale Learning Curve Experience Curve 6.4 Business-Level Strategy and the Five Forces: Benefits and Risks Differentiation Strategy: Benefits and Risks Cost-Leadership Strategy: Benefits and Risks 6.5 Blue Ocean Strategy: Combining Differentiation and Cost Leadership Value Innovation Blue Ocean Strategy Gone Bad: “Stuck In the Middle” 6.6 Implications for Strategic Leaders CHAPTERCASE 6 / Consider This... CHAPTER 7: Business Strategy: Innovation, Entrepreneurship, and Platforms CHAPTERCASE 7 / Netflix: Disrupting the TV Industry 7.1 Competition Driven by Innovation The Innovation Process 7.2 Strategic and Social Entrepreneurship 7.3 Innovation and the Industry Life Cycle Introduction Stage Growth Stage Shakeout Stage Maturity Stage Decline Stage Crossing the Chasm 7.4 Types of Innovation Incremental vs. Radical Innovation Architectural vs. Disruptive Innovation 7.5 Platform Strategy The Platform vs. Pipeline Business Models The Platform Ecosystem 7.6 Implications for Strategic Leaders CHAPTERCASE 7 / Consider This... CHAPTER 8: Corporate Strategy: Vertical Integration and Diversification CHAPTERCASE 8 / Amazon.com: To Infinity and Beyond 8.1 What Is Corporate Strategy? Why Firms Need to Grow Three Dimensions of Corporate Strategy 8.2 The Boundaries of the Firm Firms vs. Markets: Make or Buy? Alternatives on the Make-or-Buy Continuum 8.3 Vertical Integration along the Industry Value Chain Types of Vertical Integration Benefits and Risks of Vertical Integration When Does Vertical Integration Make Sense? Alternatives to Vertical Integration 8.4 Corporate Diversification: Expanding Beyond a Single Market Types of Corporate Diversification Leveraging Core Competencies for Corporate Diversification Corporate Diversification and Firm Performance 8.5 Implications for Strategic Leaders CHAPTERCASE 8 / Consider This... CHAPTER 9: Corporate Strategy: Strategic Alliances, Mergers, and Acquisitions CHAPTERCASE 9 / Little Lyft Gets Big Alliance Partners 9.1 How Firms Achieve Growth The Build-Borrow-Buy Framework 9.2 Strategic Alliances Why Do Firms Enter Strategic Alliances? Governing Strategic Alliances Alliance Management Capability 9.3 Mergers and Acquisitions Why Do Firms Merge With Competitors? Why Do Firms Acquire Other Firms? M&A and Competitive Advantage 9.4 Implications for Strategic Leaders CHAPTERCASE 9 / Consider This... CHAPTER 10: Global Strategy: Competing Around the World CHAPTERCASE 10 / Sweden’s IKEA: The World’s Most Profitable Retailer 10.1 What Is Globalization? Stages of Globalization State of Globalization 10.2 Going Global: Why? Advantages of Going Global Disadvantages of Going Global 10.3 Going Global: Where and How? Where In the World to Compete? The Cage Distance Framework How Do Mnes Enter Foreign Markets? 10.4 Cost Reductions vs. Local Responsiveness: The Integration-Responsiveness Framework International Strategy Multidomestic Strategy Global-Standardization Strategy Transnational Strategy 10.5 National Competitive Advantage: World Leadership in Specific Industries Porter’s Diamond Framework 10.6 Implications for Strategic Leaders CHAPTERCASE 10 / Consider This... PART THREE: Implementation CHAPTER 11: Organizational Design: Structure, Culture, and Control CHAPTERCASE 11 / Zappos: Of Happiness and Holacracy 11.1 Organizational Design and Competitive Advantage Organizational Inertia: The Failure of Established Firms Organizational Structure Mechanistic vs. Organic Organizations 11.2 Strategy and Structure Simple Structure Functional Structure Multidivisional Structure Matrix Structure 11.3 Organizing for Innovation 11.4 Organizational Culture: Values, Norms, and Artifacts Where Do Organizational Cultures Come From? How Does Organizational Culture Change? Organizational Culture and Competitive Advantage 11.5 Strategic Control-and-Reward Systems Input Controls Output Controls 11.6 Implications for Strategic Leaders CHAPTERCASE 11 / Consider This... CHAPTER 12: Corporate Governance and Business Ethics CHAPTERCASE 12 / Uber: Most Ethically Challenged Tech Company? 12.1 The Shared Value Creation Framework Public Stock Companies and Shareholder Capitalism Creating Shared Value 12.2 Corporate Governance Agency Theory The Board of Directors Other Governance Mechanisms 12.3 Strategy and Business Ethics Bad Apples vs. Bad Barrels 12.4 Implications for Strategic Leaders CHAPTERCASE 12 / Consider This... PART FOUR: MiniCases Company Index Name Index Subject Index