The Cores of Strategic Management

Cover
Endorsement Page
Half Title
Title Page
Copyright Page
Table of Contents
About the Author
Prologue: The Cores of Strategic Management
Chapter 1: What is strategy?
	Goals
		Goal, vision, and mission (and some others)
		Importance of a clear goal
			(1) Unclear feedback
			(2) Lack of stimulus
			(3) Vague standard for modification
		Growth
	3Cs (customers, competitors or competition, and the company or self)
		Customers
		Competition
		Company
			Importance of strengths
			Why are we more sensitive to our weaknesses than strengths?
			How can we identify, develop, and use strengths for strategy?
	Notes
	References
Chapter 2: External environment analysis
	What is industry?
	Five forces and objectives of industry analysis
		Power of suppliers and buyers
		Threats of new entrants
		Threats of substitutes
		Industry rivalry
		Complementors
	Switching costs
	Ecosystem, complementors, and platform
	Recap
	Notes
	References
Chapter 3: Internal Environment Analysis
	Value chain
	Resources and dynamic capabilities
		Importance of intangible resources
		Risks of intangible resources
		Dynamic capability
		Economies of scale
			1. Fixed costs spread over volume
			2. Bargaining power to suppliers
			3. Experience effects
		Vertical integration and outsourcing
		Entry decision
			Suppliers/complementors
			Buyers
			Substitutes
			New entrants
			Rivalry
		Southwest’s strategy
	Notes
	References
Chapter 4: Business-Level Strategy
	The foundation of business-level strategy
	Cost-leadership strategy
		Risks of cost-leadership strategy
	Differentiation strategy
		Risks of differentiation strategy
	First-mover advantages
	Notes
	References
Chapter 5: Corporate-level Strategy
	Diversification
	Synergy effects
	Network effects and platform strategy
	Why does diversification (entry to a new business) often fail?
	How can we make diversification (entry to a new business) successful?
	Practical perspective toward diversification
	Notes
	References
Chapter 6: M&A, Alliances, and International Strategy
	M&As
		Objectives and risks of M&A
		Risks of M&As
			Contractual alliance
			Joint venture
			M&A
			By itself
			Issues in alliances and M&As
	Comparisons of M&As with other forms of alliances
	International strategy
		Dilemma of internationalization: Standardization vs. local adaptation
		Globalization and mindsets
		Psychic distance paradox
	Local competitors (copycats)
	Notes
	References
Chapter 7: Leadership and Decision-Making under Uncertainty
	Leadership
	Decision-making
		Rational decision-making
		Biases in decision-making
			1. Selectiveness
			Recency bias
			Hindsight bias
			Overconfidence
			Anchoring
		Good biases and bad biases
	Decision change
		Escalation of commitment
		Strategic flexibility
		Lean start-up
	Social value and economic value
	Notes
	References
Chapter 8: Strategy Implementation
	Barriers to effective strategy implementation
	Toward effective strategy implementation: What is communication?
		What is not communication?
		What is communication? What is the real value of communication?
		Communication and PDCA
	Notes
	References
Epilogue: From strategy to strategic thinking
	Notes
	References
Index