Management
Strategic Management: An Integrated Approach, 7th Edition
ISBN-10: 0618641629 ISBN-13: 9780618641628
1072 Pages Casebound
© 2007 Published
- Overview
- |
- About the Author
- |
- Table of Contents
- |
- Features
Table of Contents
Note: Each chapter begins with an Overview, and concludes with a Summary of Chapter and Discussion Questions.
I. Introduction to Strategic Management
1. Strategic Leadership: Managing the Strategy, Making Process for Competitive Advantage
Opening Case: Wal-Mart
Strategic Leadership, Competitive Advantage, and Superior Performance
Strategic Managers
The Strategy-Making Process
Strategy in Action 1.1: Strategic Planning at Microsoft
Strategy as an Emergent Process
Strategy in Action 1.2: A Strategic Shift at Microsoft
Strategy in Action 1.3: The Genesis of Autonomous Action at 3M
Strategic Planning in Practice
Strategic Decision Making
Strategy in Action 1.4: Was Intelligence on Iraq Biased by Groupthink?
Strategic Leadership
Practicing Strategic Management. Small-Group Exercise: Designing a Planning System; Article File 1; Strategic Management Project: Module 1; Exploring the Web: Visiting 3M; General Task
Closing Case: Shattered Dreams: Level 3 Communications
Appendix to Chapter 1: Enterprise Valuation, ROIC, and Growth
2. External Analysis: The Identification of Opportunities and Threats
Opening Case: Why Is the Pharmaceutical Industry So Profitable?
Defining an Industry
Porter's Five Forces Model
Strategy in Action 2.1: Circumventing Entry Barriers into the Soft Drink Industry
Strategy in Action 2.2: Price Wars in the Breakfast Cereal Industry
Running Case: Wal-Mart's Bargaining Power over Suppliers
Strategic Groups Within Industries
Industry Life Cycle Analysis
Limitations of Models for Industry Analysis
The Macroenvironment
Practicing Strategic Management. Small-Group Exercise: Competing with Microsoft; Article File 2; Strategic Management Project: Module 2; Exploring the Web: Visiting Boeing and Airbus; General Task
Closing Case: Plane Wreck: The Airline Industry in 2001-2004
II. The Nature of Competitive Advantage
3. Internal Analysis: Distinctive Competencies, Competitive Advantage, and Profitability
Opening Case: Dell's Competitive Advantage
Competencies, Resources, and Competitive Advantage
The Value Chain
Primary Activities
Strategy in Action 3.1: Value Creation at Pfizer
Support Activities
The Building Blocks of Competitive Advantage
Running Case: Support Activites as a Source of Value Creation at Wal-Mart
Strategy in Action 3.2: Southwest Airlines' Low-Cost Structure
Analyzing Competitive Advantage and Profitability
The Durability of Competitive Advantage
Avoiding Failure and Sustaining Competitive Advantage
Strategy in Action 3.3: The Road to Ruin at DEC
Strategy in Action 3.4: Bill Gates's Lucky Break
Practicing Strategic Management. Small-Group Exercise: Analyzing Competitive Advantage; Article File 3; Strategic Management Project: Module 3; Exploring the Web: Visiting Johnson & Johnson; General Task
Closing Case: Google
4. Building Competitive Advantage Through Functional-Level Strategy
Opening Case: Verizon Wireless
Achieving Superior Efficiency
Strategy in Action 4.1: Too Much Experience at Texas Instruments
Efficiency, Flexible Manufacturing, and Mass Customization
Strategy in Action 4.2: Toyota's Lean Production System
Strategy in Action 4.3: Supply-Chain Management at Office Superstores
Running Case: Human Resource Strategy and Productivity at Wal-Mart
Achieving Superior Quality
Strategy in Action 4.4: General Electric's Six Sigma Quality Improvement Process
Strategy in Action 4.5: Six Sigma at Mount Carmel Health
Achieving Superior Innovation
Achieving Superior Responsiveness to Customers
Practicing Strategic Management. Small-Group Exercise: Identifying Excellence; Article File 4; Strategic Management Project: Module 4; Exploring the Web: Visiting Applied Materials; General Task
Closing Case: Redesigning the American Car
III. Strategies
5. Building Competitive Advantage Through Business-Level Strategy
Opening Case: Samsung Changes Its Business Model Again and Again
Competitive Positioning and the Business Model
Competitive Positioning: Generic Business-Level Strategy
Cost Leadership
Strategy in Action 5.1: Ryanair Takes Control over the Sky in Europe
Differentiation
Strategy in Action 5.2: L.L. Bean's New Business Model
Strategy in Action 5.3: Up, Up, and Away in the Restaurant Business
The Dynamics of Competitive Positioning
Strategy in Action 5.4: Toyota's Goal? A High-Value Vehicle to Match Every Customer Need
Strategy in Action 5.5: Holiday Inns on Six Continents
Practicing Strategic Management. Small-Group Exercise: Finding a Strategy for a Restaurant; Article File 5; Strategic Management Project: Module 5; Exploring the Web: Visiting the Luxury Car Market; General Task
Closing Case: How E*TRADE Uses the Internet to Gain a Low-Cost Advantage
6. Business-Level Strategy and the Industry Environment
Opening Case: Nike's Winning Ways
Strategies in Fragmented Industries
Strategies in Embryonic and Growth Industries
Strategy in Action 6.1: Clear Channel Creates a National Chain of Local Radio Stations
Strategy in Action 6.2: How Prodigy Fell into the Chasm
Navigating Through the Life Cycle to Maturity
Strategy in Mature Industries
Strategy in Action 6.3: Toys "R" Us's New Competitors
Strategy in Action 6.4: Coca-Cola and PepsiCo Go Head-to-Head
Strategies in Declining Industries
Strategy in Action 6.5: How to Make Money in the Vacuum Tube Business
Practicing Strategic Management. Small-Group Exercise: How to Keep the Hot Sauce Hot; Article File 6; Strategic Management Project: Module 6; Exploring the Web: Visiting Wal-Mart; General Task
Closing Case: Information Technology, the Internet, and Changing Strategies in the Fashion World
7. Strategy in High-Technology Industries
Opening Case: The Smart Phone Format War
Technical Standards and Format Wars
Strategy in Action 7.1: Where Is the Standard for DVD Recorders?
Strategy in Action 7.2: How Dolby Became the Standard in Sound Technology
Strategies for Winning a Format War
Costs in High-Technology Industries
Strategy in Action 7.3: Lowering Costs Through Digitalization
Managing Intellectual Property Rights
Capturing First-Mover Advantages
Technological Paradigm Shifts
Strategy in Action 7.4: Disruptive Technology in Mechanical Excavators
Practicing Strategic Management. Small-Group Exercise: Burning DVDs; Article File 7; Strategic Management Project: Module 7; Exploring the Web:Visiting Kodak; General Task
Closing Case: Battling Piracy in the Videogame Market
8. Strategy in the Global Environment
Opening Case: The Evolution of Global Strategy at Procter & Gamble
The Global and National Environments
The Globalization of Production and Markets
Strategy in Action 8.1: Finland's Nokia
Increasing Profitability and Profit Growth Through Global Expansion
Running Case: Wal-Mart's Global Expansion
Cost Pressures and Pressures for Local Responsiveness
Strategy in Action 8.2: MTV Goes Global with a Local Accent
Choosing a Global Strategy
Basic Entry Decisions
Strategy in Action 8.3: Merrill Lynch in Japan
The Choice of Entry Mode
Global Strategic Alliances
Making Strategic Alliances Work
Practicing Strategic Management. Small-Group Exercise: Developing a Global Strategy; Article File 8; Strategic Management Project: Module 8; Exploring the Web: Visiting IBM; General Task
Closing Case: Planet Starbucks
9. Corporate-Level Strategy: Horizontal Integration, Vertical Integration, and Strategic Outsourcing
Opening Case: Read All About News Corp
Corporate-Level Strategy and the Multibusiness Model
Horizontal Integration: Single-Industry Strategy
Strategy in Action 9.1: Beating Dell: Why Hewlett-Packard Wanted to Acquire Compaq
Running Case: Wal-Mart's New Chain of "Neighborhood Markets"
Strategy in Action 9.2: Horizontal Integration in Health Care
Vertical Integration: Entering New Industries to Strengthen the "Core" Business Model
Strategy in Action 9.3: Specialized Assets and Vertical Integration in the Aluminum Industry
Alternatives to Vertical Integration: Cooperative Relationships
Strategy in Action 9.4: DaimlerChrysler's U.S. Keiretsu
Strategic Outsourcing
Strategy in Action 9.5: Cisco's $2 Billion Blunder
Practicing Strategic Management. Small-Group Exercise: Comparing Vertical Integration Strategies; Article File 9; Strategic Management Project: Module 9; Exploring the Web: Visiting Motorola; General Task
Closing Case: The Rise of WorldCom
10. Corporate-Level Strategy: Formulating and Implementing Related and Unrelated Diversification
Opening Case: United Technologies Has an "Ace in Its Pocket"
Expanding Beyond a Single Industry
Increasing Profitability Through Diversification
Strategy in Action 10.1: Diversification at 3M: Leveraging Technology
Two Types of Diversification
Strategy in Action 10.2: Related Diversification at Intel
Disadvantages and Limits of Diversification
Choosing a Strategy
Entry Strategy: Internal New Ventures
Entry Strategy: Acquisitions
Strategy in Action 10.3: Postacquisition Problems at Mellon Bank
Entry Strategy: Joint Ventures
Restructuring
Practicing Strategic Management. Small-Group Exercise: Dun & Bradstreet; Article File 10; Strategic Management Project: Module 10; Exploring the Web: Visiting General Electric; General Task
Closing Case: Tyco International
IV. Implementing Strategy
11. Corporate Performance, Governance, and Business Ethics
Opening Case: Nike: The Sweatshop Debate
Stakeholders and Corporate Performance
Strategy in Action 11.1: Bill Agee at Morrison Knudsen
Strategy in Action 11.2: Price Fixing at Sotheby's and Christie's
Agency Theory
Governance Mechanisms
Strategy in Action 11.3: Did Computer Associates Inflate Revenues to Enrich Managers?
Ethics and Strategy
Running Case: Working Conditions at Wal-Mart
Practicing Strategic Management. Small-Group Exercise: Evaluating Stakeholder Claims; Article File 11; Strategic Management Project: Module 11; Exploring the Web: Visiting Merck; General Task
Closing Case: The Collapse of Enron
12. Implementing Strategy in Companies That Compete in a Single Industry
Opening Case: Nokia's New Product Structure
Implementing Strategy Through Organizational Design
Building Blocks of Organizational Structure
Strategy in Action 12.1: Union Pacific Decentralizes to Increase Customer Responsiveness
Strategic Control Systems
Strategy in Action 12.2: Control at Cypress Semiconductor
Organizational Culture
Strategy in Action 12.3: How Ray Kroc Established McDonald's Culture
Building Distinctive Competencies at the Functional Level
Running Case: Sam Walton's Approach to Implementing Wal-Mart's Strategy
Implementing Strategy in a Single Industry
Strategy in Action 12.4: Restructuring at Lexmark
Restructuring and Reengineering
Practicing Strategic Management. Small-Group Exercise: Deciding on an Organizational Structure; Article File 12; Strategic Management Project: Module 12; Exploring the Web: Visiting Home Depot; General Task
Closing Case: Strategy Implementation at Dell Computer
13. Implementing Strategy in Companies That Compete Across Industries and Countries
Opening Case: GM Searches for the Right Global Structure
Managing Corporate Strategy Through the Multidivisional Structure
Strategy in Action 13.1: Amoco, ARCO, and Burmah Castrol Become Part of BP
Implementing Strategy Across Countries
Strategy in Action 13.2: SAP's ERP Systems
Strategy in Action 13.3: Using IT to Make Nestlé's Global Structure Work
Entry Mode and Implementation
Information Technology, the Internet, and Outsourcing
Strategy in Action 13.4: Oracle's New Approach to Control
Strategy in Action 13.5: Li & Fung's Global Supply-Chain Management
Practicing Strategic Management. Small-Group Exercise: Deciding on an Organizational Structure (Continued); Article File 13; Strategic Management Project: Module 13; Exploring the Web: Visiting Sears; General Task
Closing Case: The New HP Gets Up to Speed
V. 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
Section A: Business-Level Cases: Domestic and Global
1. Brown-Forman Wine Estates
2. Welch Foods, Inc.
3. The Global Automobile Industry in 2004
4. Toyota: Origins, Evolution, and Current Prospects
5. General Motors in 2005
6. The Comeback of Caterpillar, 1985-2002
7. Huawei Technologies Co., Ltd.
8. The Home Video Game Industry: From Pong to Halo 2
9. Satellite Radio: XM Versus Sirius
10. Strategic Inflection: TiVo in 2003
11. The Music Industry in the Age of the Internet: From Napster to Apple's iPod
12. Staples
13. Gap International: A Specialty Apparel Retailer
14. Charles Schwab
15. Li & Fung--The Global Value Chain Configurator
16. Starbucks Corporation: Competing in a Global Market
17. Kentucky Fried Chicken and the Global Fast-Food Industry
Section B: Corporate-Level Cases: Domestic and Global
18. Nucor in 2005
19. 3M in the New Millennium
20. The Rise of IBM
21. The Fall of IBM
22. The Rebirth of IBM
23. Hewlett Packard: The Merger with the Compaq Corporation
24. Hewlett Packard Ousts Carly Fiorina
25. Michael Eisner's Walt Disney Company: Part One
26. The Walt Disney Company, 1995-2005: Part Two
27. First Greyhound, Then Greyhound Dial, Then Dial, Now Henkel-Dial
28. Hanson PLC (A): The Acquisition Machine
29. Hanson PLC (B): Breaking It Up
30. Philips Versus Matsushita: A New Century, a New Round
31. GE's Two-Decade Transformation: Jack Welsh's Leadership
Section C: Ethics Cases
32. Nike's Dispute with the University of Oregon
33. Etch-A-Sketch Ethics
34. Western Drug Companies and the AIDS Epidemic in South Africa