Strategic Management

Cover
Half Title Page
Title Page
Copyright
Dedication
Brief Contents
Contents
About the Authors
Preface
Acknowledgement
Thank You
McGraw-Hill Connect
PART ONE / ANALYSIS
	CHAPTER 1: WHAT IS STRATEGY?
		CHAPTERCASE 1 / Part I: Tesla’s Secret Strategy
		1.1 What Strategy Is: Gaining and Sustaining Competitive Advantage
		1.2 Stakeholder Strategy and Competitive Advantage
		1.3 The Analysis, Formulation, Implementation (AFI) Strategy Framework
		1.4 Implications for Strategic Leaders
		CHAPTERCASE 1 / Part II
	CHAPTER 2: STRATEGIC LEADERSHIP: MANAGING THE STRATEGY PROCESS
		CHAPTERCASE 2 / Part I: Leadership Crisis at Facebook?
		2.1 Strategic Leadership
		2.2 Vision, Mission, and Values
		2.3 The Strategic Management Process
		2.4 Strategic Decision Making
		2.5 Implications for Strategic Leaders
		CHAPTERCASE 2 / Part II
	CHAPTER 3: EXTERNAL ANALYSIS: INDUSTRY STRUCTURE, COMPETITIVE FORCES, AND STRATEGIC GROUPS
		CHAPTERCASE 3 / Part I: Airbnb: Disrupting the Hotel Industry
		3.1 The PESTEL Framework
		3.2 Industry Structure and Firm Strategy: The Five Forces Model
		3.3 Changes over Time: Entry Choices and Industry Dynamics
		3.4 Performance Differences within the Same Industry: Strategic Groups
		3.5 Implications for Strategic Leaders
		CHAPTERCASE 3 / Part II
	CHAPTER 4: INTERNAL ANALYSIS: RESOURCES, CAPABILITIES, AND CORE COMPETENCIES
		CHAPTERCASE 4 / Part I: Five Guys’ Core Competency: “Make the Best Burger, Don’t Worry about Cost”
		4.1 From External to Internal Analysis
		4.2 Core Competencies
		4.3 The Resource-Based View
		4.4 The Dynamic Capabilities Perspective
		4.5 The Value Chain and Strategic Activity Systems
		4.6 Implications for Strategic Leaders
		CHAPTERCASE 4 / Part II
	CHAPTER 5: COMPETITIVE ADVANTAGE, FIRM PERFORMANCE, AND BUSINESS MODELS
		CHAPTERCASE 5 / Part I: The Quest for Competitive Advantage: Apple vs. Microsoft
		5.1 Competitive Advantage and Firm Performance
		5.2 Business Models: Putting Strategy into Action
		5.3 Implications for Strategic Leaders
		CHAPTERCASE 5 / Part II
PART TWO / FORMULATION
	CHAPTER 6: BUSINESS STRATEGY: DIFFERENTIATION, COST LEADERSHIP, AND BLUE OCEANS
		CHAPTERCASE 6 / Part I: JetBlue Airways: En Route to a New Blue Ocean?
		6.1 Business-Level Strategy: How to Compete for Advantage
		6.2 Differentiation Strategy: Understanding Value Drivers
		6.3 Cost-Leadership Strategy: Understanding Cost Drivers
		6.4 Business-Level Strategy and the Five Forces: Benefits and Risks
		6.5 Blue Ocean Strategy: Combining Differentiation and Cost Leadership
		6.6 Implications for Strategic Leaders
		CHAPTERCASE 6 / Part II
	CHAPTER 7: BUSINESS STRATEGY: INNOVATION, ENTREPRENEURSHIP, AND PLATFORMS
		CHAPTERCASE 7 / Part I: Netflix: Disrupting the TV Industry
		7.1 Competition Driven by Innovation
		7.2 Strategic and Social Entrepreneurship
		7.3 Innovation and the Industry Life Cycle
		7.4 Types of Innovation
		7.5 Platform Strategy
		7.6 Implications for Strategic Leaders
		CHAPTERCASE 7 / Part II
	CHAPTER 8: CORPORATE STRATEGY: VERTICAL INTEGRATION AND DIVERSIFICATION
		CHAPTERCASE 8 / Part I: Amazon’s Corporate Strategy
		8.1 What Is Corporate Strategy?
		8.2 The Boundaries of the Firm
		8.3 Vertical Integration along the Industry Value Chain
		8.4 Corporate Diversification: Expanding Beyond a Single Market
		8.5 Implications for Strategic Leaders
		CHAPTERCASE 8 / Part II
	CHAPTER 9: CORPORATE STRATEGY: STRATEGIC ALLIANCES, MERGERS AND ACQUISITIONS
		CHAPTERCASE 9 / Part I: Little Lyft Gets Big Alliance Partners and Beats Uber in Going Public
		9.1 How Firms Achieve Growth
		9.2 Strategic Alliances
		9.3 Mergers and Acquisitions
		9.4 Implications for Strategic Leaders
		CHAPTERCASE 9 / Part II
	CHAPTER 10: GLOBAL STRATEGY: COMPETING AROUND THE WORLD
		CHAPTERCASE 10 / Part I: IKEA: The World’s Most Profitable Retailer
		10.1 What Is Globalization?
		10.2 Going Global: Why?
		10.3 Going Global: Where and How?
		10.4 Cost Reductions vs. Local Responsiveness: The Integration-Responsiveness Framework
		10.5 National Competitive Advantage: World Leadership in Specific Industries
		10.6 Implications for Strategic Leaders
		CHAPTERCASE 10 / Part II
		PART THREE / IMPLEMENTATION
	CHAPTER 11: ORGANIZATIONAL DESIGN: STRUCTURE, CULTURE, AND CONTROL
		CHAPTERCASE 11 / Part I: “A” Is for Alphabet and “G” Is for Google
		11.1 Organizational Design and Competitive Advantage
		11.2 Strategy and Structure
		11.3 Organizing for Innovation
		11.4 Organizational Culture: Values, Norms, and Artifacts
		11.5 Strategic Control-and-Reward Systems
		11.6 Implications for Strategic Leaders
		CHAPTERCASE 11 / Part II
	CHAPTER 12: CORPORATE GOVERNANCE AND BUSINESS ETHICS
		CHAPTERCASE 12 / Part I: Theranos: Bad Blood
		12.1 The Shared Value Creation Framework
		12.2 Corporate Governance
		12.3 Strategy and Business Ethics
		12.4 Implications for Strategic Leaders
		CHAPTERCASE 12 / Part II
PART FOUR / MINICASES
	HOW TO CONDUCT A CASE ANALYSIS
	1 Apple: What’s Next?
	2 Starbucks CEO Kevin Johnson: “I’m not Howard Schultz”
	3 BlackBerry’s Rise and Fall
	4 Nike’s Core Competency: The Risky Business of Creating Heroes
	5 Business Model Innovation: How Dollar Shave Club Disrupted Gillette
	6 How JCPenney Sailed into a Red Ocean
	7 Platform Strategy: How PayPal Solved the Chicken-or-Egg Problem
	8 GE: Corporate Strategy Gone Wrong
	9 Disney: Building Billion-Dollar Franchises
	10 Hollywood Goes Global
	11 Yahoo: From Internet Darling to Fire Sale
	12 Uber: Ethically Most Challenged Tech Company?
Company Index
Name Index
Subject Index