Strategic Management

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PART ONE / STRATEGY ANALYSIS
	CHAPTER 1 WHAT IS STRATEGY, AND WHY IS IT IMPORTANT?
		CHAPTERCASE 1 Apple: Once the World\'s Most Valuable Company
		1.1 What Strategy Is: Gaining and Sustaining Competitive Advantage
			What Is Competitive Advantage?
			Industry vs. Firm Effects in Determining Performance
		1.2 Stakeholders and Competitive Advantage
			Stakeholder Strategy
			Stakeholder Impact Analysis
		1.3 The AFI Strategy Framework
		1.4 Implications for the Strategist
		CHAPTERCASE 1 / Consider This
	CHAPTER 2 STRATEGIC LEADERSHIP: MANAGING THE STRATEGY PROCESS
		CHAPTERCASE 2 PepsiCo\'s Indra Nooyi: \"Performance with a Purpose\"
		2.1 Vision, Mission, and Values
			Vision and Mission
			Living the Values
		2.2 Strategic Leadership
			What Do Strategic Leaders Do?
			How Do You Become an Effective and Ethical Strategic Leader?
			Formulating Strategy Across Levels: Corporate, Business, and Functional Managers
		2.3 The Strategic Management Process
			Top-Down Strategic Planning
			Scenario Planning
			Strategy as Planned Emergence: Top-Down and Bottom-Up
		2.4 Implications for the Strategist
		CHAPTERCASE 2 /Consider This
	CHAPTER 3 EXTERNAL ANALYSIS: INDUSTRY STRUCTURE, COMPETITIVE FORCES, AND STRATEGIC GROUPS
		CHAPTERCASE 3 Tesla Motors and the U. S. Automotive Industry
		3.1 The PESTEL Framework
			Political/Legal Factors
			Economic Factors
			Sociocultural Factors
			Technological Factors
			Ecological Factors
		3.2 Industry Structure and Firm Strategy: The Five Forces Model
			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
			Adding a Sixth Force: The Strategic Role of Complements
		3.3 Changes over Time: Industry Dynamics
		3.4 Explaining Performance Differences Within the Same Industry: Strategic Groups
			Mapping Strategic Groups
			Mobility Barriers
		3.5 Implications for the Strategist
		CHAPTERCASE 3 / Consider This
	CHAPTER 4 INTERNAL ANALYSIS: RESOURCES, CAPABILITIES, AND CORE COMPETENCIES
		CHAPTERCASE 4 Nike\'s Core Competency: The Risky Business of Fairy Tales
		4.1 Looking Inside the Firm for Core Competencies
		4.2 The Resource-Based View
			Two Critical Assumptions
			The VRIO Framework
			How to Sustain a Competitive Advantage
		4.3 The Dynamic Capabilities Perspective
		4.4 The Value Chain Analysis
		4.5 Implications for the Strategist
			Using SWOT Analysis to Combine External and Internal Analysis
		CHAPTERCASE 4 / Consider This
	CHAPTER 5 COMPETITIVE ADVANTAGE, FIRM PERFORMANCE, AND BUSINESS MODELS
		CHAPTERCASE 5 Assessing Competitive Advantage: Apple vs. BlackBerry
		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
			Different Business Models
		5.3 Implications for the Strategist
		CHAPTERCASE 5 / Consider This
PART TWO / STRATEGY FORMULATION
	CHAPTER 6 BUSINESS STRATEGY: DIFFERENTIATION, COST LEADERSHIP, AND INTEGRATION
		CHAPTERCASE 6 P&G\'s Strategic Position Weakens
		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
			Cost-Leadership Strategy: Benefits and Risks
			Differentiation Strategy: Benefits and Risks
		6.5 Integration Strategy: Combining Cost Leadership and Differentiation
			Value and Cost Drivers of Integration Strategy
			Integration Strategy Gone Bad: \"Stuck in the Middle\"
		6.6 The Dynamics of Competitive Positioning
		6.7 Implications for the Strategist
		CHAPTERCASE 6 / Consider This
	CHAPTER 7 BUSINESS STRATEGY: INNOVATION AND ENTREPRENEURSHIP
		CHAPTERCASE 7 Wikipedia: The Free Encyclopedia
		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
			The Internet as Disruptive Force: The Long Tail
			Open Innovation
		7.5 Implications for the Strategist
		CHAPTERCASE 7 / Consider This
	CHAPTER 8 CORPORATE STRATEGY: VERTICAL INTEGRATION AND DIVERSIFICATION
		CHAPTERCASE 8 Refocusing GE: A Future of Clean-Tech and Health Care?
		8.1 What Is 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
			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 the Strategist
		CHAPTERCASE 8 / Consider This
	CHAPTER 9 CORPORATE STRATEGY: MERGERSAND ACQUISITIONS, STRATEGIC ALLIANCES
		CHAPTERCASE 9 How Buzz Lightyear, Iron Man, and Darth Vader Joined Mickey\'s Family
		9.1 Mergers and Acquisitions
			Merging With Competitors
			Why Do Firms Make Acquisitions?
			M&A and Competitive Advantage
		9.2 Strategic Alliances
			Why Do Firms Enter Strategic Alliances?
			Governing Strategic Alliances
			Alliance Management Capability
		9.3 Implications for the Strategist
		CHAPTERCASE 9 / Consider This
	CHAPTER 10 GLOBAL STRATEGY: COMPETING AROUND THE WORLD
		CHAPTERCASE 10 Hollywood Goes Global
		10.1 What Is Globalization?
			Stages of Globalization
		10.2 Going Global: Why?
			Advantages of Expanding Internationally
			Disadvantages of Expanding Internationally
		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 the Strategist
		CHAPTERCASE 10 / Consider This
PART THREE / STRATEGY IMPLEMENTATION
	CHAPTER 11 ORGANIZATIONAL DESIGN: STRUCTURE, CULTURE, AND CONTROL
		CHAPTERCASE 11 Zappos: Designed to Deliver Happiness
		11.1 How to Organize for Competitive Advantage
			Organizational Inertia and the Failure of Established Firms
			The Key Elements of Organizational Structure
			Assembling the Pieces: Mechanistic vs. Organic Organizations
		11.2 Matching Strategy and Structure
			Simple Structure
			Functional Structure
			Multidivisional Structure
			Matrix Structure
		11.3 Organizational Culture: Values, Norms, and Artifacts
			Where Do Organizational Cultures Come From?
			How Does Organizational Culture Change?
			Organizational Culture and Competitive Advantage
		11.4 Strategic Control-and-Reward Systems
			Input Controls
			Output Controls
		11.5 Implications for the Strategist
		CHAPTERCASE 11 / Consider This
	CHAPTER 12 CORPORATE GOVERNANCE AND BUSINESS ETHICS
		CHAPTERCASE 12 HP\'s Boardroom Soap Opera Continues
		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
		12.4 Implications for the Strategist
		CHAPTERCASE 12 / Consider This
PART FOUR / MINICASES
	1 Does Facebook Have a Strategy?
	2 Michael Phelps: The Greatest Olympian
	3 Teach For America: Inspiring Future Leaders
	4 Strategy and Serendipity: A Billion-Dollar Bonanza
	5 The Wonder from Sweden: Is IKEA\'s Success Sustainable?
	6 Starbucks: Re-creating Its Uniqueness
	7 LVMH in China: Building Its Empire of Desire
	8 GE under Jack Welch vs. Jeffrey Immelt
	9 Competing on Business Models: Google vs. Microsoft
	10 From Good to Great to Gone: The Rise and Fall of Circuit City
	11 China\'s Li Ning Challenges Nike and adidas
	12 Which Automotive Technology Will Win?
	13 Is Porsche Killing the Golden Goose?
	14 The Rise of Samsung Electronics
	15 Yummy Yum!\'s Competitive Advantage in China
	16 BYD—\"Build Your Dreams\" in America
	17 Alibaba and China\'s E-Commerce: \"Open Sesame\" Comes True
	18 The Premature Death of a Google Forerunner at Microsoft
	19 Sony\'s Structure and Competitive Disadvantage
	20 UBS\'s Billion-Dollar Ethics Scandals
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