Strategic Management

Cover
Title Page
Copyright Page
Dedication
Contents in Brief
Contents
About the Author
Preface
Acknowledgments
PART ONE / ANALYSIS
	CHAPTER 1 WHAT IS STRATEGY?
		CHAPTERCASE 1 / Part I Tesla: The Trillion-Dollar Tech Titan
		1.1 What Strategy Is: Gaining and Sustaining Competitive Advantage
			Crafting and Implementing Strategy at Tesla
			What is Competitive Advantage?
		1.2 Stakeholder Strategy and Competitive Advantage
			Value Creation
			Stakeholder Impact Analysis
		1.3 The Analysis, Formulation, Implementation (AFI) Strategy Framework
			Key Topics and Questions of the 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 Facebook Becomes Meta
		2.1 Strategic Leadership
			What Do Strategic Leaders Do?
			Strategic Leadership at Meta’s Facebook
			How Do You Become a Strategic Leader?
			The Strategy Process Across Levels: Corporate, Business, and Functional Leaders
		2.2 Vision, Mission, and Values
			A Purpose-Driven Vision
			Mission
			Values
		2.3 The Strategic Management Process
			Top-Down Strategic Planning
			Scenario Planning
			Strategy as Planned Emergence: Top Down and Bottom Up
		2.4 Strategic Decision Making
			Strategic Inflection Points
			Two Distinct Modes of Decision Making
			Cognitive Biases and Decision Making
			How to Improve 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’s Pandemic Pivot
		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
			Applying the Five Forces Model to the U.S. Airline Industry
			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
			Strategic Group Dynamics
		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
			Leveraging Core Competencies Requires Focus on What to Do and What Not to Do
			Resources and Capabilities
		4.3 The Resource-Based View
			Resource Heterogeneity and Resource Immobility
			The VRIO Framework
			Isolating Mechanisms: How to Sustain a Competitive Advantage
		4.4 The Dynamic Capabilities Perspective
			Core Rigidities
			Dynamic Capabilities
			Resource Stocks and Resource Flows
		4.5 The Firm Value Chain and Strategic Activity Systems
			Firm Value Chain
			Strategic Activity Systems
		4.6 Implications for Strategic Leaders
			Using Swot Analysis to Generate Insights From External and Internal Analysis
		CHAPTERCASE 4 / Part II
	CHAPTER 5 SHARED VALUE AND COMPETITIVE ADVANTAGE
		CHAPTERCASE 5 / Part I Patagonia: A Pioneer in Creating Shared Value
		5.1 From Corporate Social Responsibility to Creating Shared Value
			Shareholder Capitalism
			Shareholder Capitalism in Crisis?
			Stakeholder Capitalism and Shared Value
		5.2 Competitive Advantage
			Accounting Metrics
			Shareholder Value Creation
			Economic Value Creation
			The Balanced Scorecard
			The Triple Bottom Line
		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
			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 / Part II
	CHAPTER 7 BUSINESS STRATEGY: INNOVATION, ENTREPRENEURSHIP, AND PLATFORMS
		CHAPTERCASE 7 / Part I Netflix: No Longer a Disruptor?
		7.1 Competition Driven by Innovation
			Netflix’s Continued Innovation
			The Speed of Innovation
			The Innovation Process
			The Four Industrial Revolutions
		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 / Part II
	CHAPTER 8 CORPORATE STRATEGY: VERTICAL INTEGRATION AND DIVERSIFICATION
		CHAPTERCASE 8 / Part I Amazon’s Corporate Strategy
		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?
			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
			Core Competencies and Corporate Diversification
			Corporate Diversification and Firm Performance
		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
			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 / 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?
			Stages of Globalization
			State of Globalization
		10.2 Competing Globally: Why?
			Advantages of Competing Globally
			Disadvantages of Competing Globally
		10.3 Competing Globally: 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
			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 / 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
			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 / Part II
	CHAPTER 12 CORPORATE GOVERNANCE, BUSINESS ETHICS, AND BUSINESS MODELS
		CHAPTERCASE 12 / Part I Theranos: Bad Blood
		12.1 Corporate Governance
			Agency Theory
			The Board of Directors
			Other Governance Mechanisms
		12.2 Strategy and Business Ethics
			Bad Apples vs. Bad Barrels
		12.3 Business Models: Strategy in Action
			The Business Model Framework
			Popular Business Models
			Dynamic Nature of Business Models
			Business Model Innovation
		12.4 Implications for Strategic Leaders
		CHAPTERCASE 12 / Part II
PART FOUR / MINICASES
	HOW TO CONDUCT A CASE ANALYSIS
Company Index
Name Index
Subject Index