Strategy And The Business Landscap

Description

Cover Contents Preface About the Author Chapter 1 The Origins of Strategy Background Academic Underpinnings The Rise of Strategy Consultants BCG and the Experience Curve From the Experience Curve to Portfolio Planning Strategic Business Units and Portfolio Planning Problems and Promise Summary Glossary Notes Chapter 2 Mapping the Business Landscape Supply-Demand Analysis The "Five Forces" Framework Force 1: The Degree of Rivalry Force 2: The Threat of Entry Force 3: The Threat of Substitutes Force 4: Buyer Power Force 5: Supplier Power The Value Net and Other Generalizations The Process of Mapping Business Landscapes Step 1: Gathering Information Step 2: Drawing the Boundaries Step 3: Identifying Groups of Players Step 4: Understanding Group-Level Bargaining Power Step 5: Thinking Dynamically Step 6: Responding to/Shaping the Business Landscape Summary Glossary Notes Chapter 3 Creating Competitive Advantage The Development of Concepts for Competitive Positioning Cost Analysis Differentiation Analysis Costs Versus Differentiation Added Value A Process for Analysis Step 1: Using Activities to Analyze Relative Costs Step 2: Using Activities to Analyze Relative Willingness to Pay Step 3: Exploring Different Strategic Options and Making Choices The Whole Versus the Parts Summary Glossary Notes Chapter 4 Anticipating Competitive Dynamics Simple Games Dynamic Games Structuring the Game Estimating Payoffs Solving the Game: Equilibrium Leveraging the Game Competitor Profiling An Application: Accenture's India Strategy Integration Opening Up the Analytical Process Principle 1. Think Broadly about the Set of Strategic Options Principle 2. Augment the Toolkit for Dynamic Analysis Principle 3. Match the Analytics to the Industry and Company Context Summary Glossary Notes Chapter 5 Sustaining Superior Performance Sustainability and Resources The Threat of Imitation Private Information Switching Costs/Relationships Size Economies Threats of Retaliation Imitation Lags Upgrading The Threat of Substitution Not Responding Migrating/Harvesting Defending Straddling Switching Recombining Leapfrogging The Threat of Holdup Contracting Integrating Increasing (and Using) Bargaining Power Building Mutual Dependence Developing Trust The Threat of Slack Generating Information Monitoring Behavior Offering Performance Incentives Shaping Norms Bonding Resources Changing Governance Mobilizing for Change An Integrative Example: Wal-Mart Summary Glossary Notes Chapter 6 Choosing Corporate Scope The Practice of Corporate Strategy over Time Two Tests The Better-Off Test Industry Attractiveness Competitive Advantage Risk Considerations The Best-Alternative Test Transactions Costs and Ownership Models of Corporate Management An Application: Merrill Lynch's Analysis of the AOL Time Warner Merger Summary Glossary Notes Chapter 7 Developing a Global Strategy The Practice of Global Strategy Semiglobalization: The Real State of the World The Differences Across Countries and the CAGE Distance Framework The Better-Off Test Industry Attractiveness Cost Effects Differentiation Effects Dual Effects Risk Considerations The Best-Alternative Test AAA Strategies for Dealing with Differences Adaptation: Adjusting to Differences Aggregation: Overcoming Differences Arbitrage: Exploiting Differences Integrating the AAA Strategies Summary Glossary Notes Name Index Company Index Subject Index A B C D E F G H I L M N O P Q R S T U V W Z